U.S. Intelligence Community’s Human Capital Vision 2020
5 March 2014
CONTENTSForeword. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Focus Area 1: Shape an Effective Workforce. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Theme 1.1: Workforce Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Theme 1.2: Staffing Activities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Theme 1.3: Capabilities Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Focus Area 2: Embrace Continuous Learning. . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Theme 2.1: Anticipating Future Requirements . . . . . . . . . . . . . . . . . . . . . . . . . 6Theme 2.2: Capability Renewal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Theme 2.3: Inter- and Intra-Agency Opportunities. . . . . . . . . . . . . . . . . . . . . . 6Theme 2.4: IC Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Focus Area 3: Embed Agility, Innovation, and Inclusion. . . . . . . . . . . . . . . . . . . . 7Theme 3.1: Processes and Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Theme 3.2: Innovation as an Expectation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Theme 3.3: Culture of Fairness, Equity, and Inclusion . . . . . . . . . . . . . . . . . . . 7Theme 3.4: Integrating Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Appendix: Past Achievements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Vision 2020 builds on the Global Trends 2030: Alternative Worlds report prepared by the National IntelligenceCouncil; on Emerging Trends: the Future Workforce, published by the Center for the Study of Intelligence; on theOffice of Personnel Management’s Government-Wide Diversity and Inclusion Strategic Plan; and on the IntelligenceCommunity Information Technology Enterprise (IC-ITE) Strategy prepared by the Office of the IC Chief InformationOfficer. This document does not repeat their comprehensive detailed analysis of trends. Readers who want to seebackground trend data should consult those documents.This Vision also builds on the accomplishments of the 2006 IC Human Capital Strategic Plan, the working relationships established during that process, and the current individual Human Capital Strategy and Planning efforts by thevarious components of the IC. Vision 2020 presents the IC common workforce focus areas and themes illuminated bythis earlier work. Specific strategies and implementation plans will follow, as described in the Next Steps section ofthe Vision.2U.S. INTELLIGENCE COMMUNITY’S HUMAN CAPITAL VISION 2020
FOREWORDToday, the scope and complexity of the threats and the rapidly shifting landscape facing the IntelligenceCommunity (IC) require our civilian, military and contractor workforce to be second-to-none. It is imperativethat we attract, develop, and retain a diverse, results-focused, and mission-aligned workforce that is adaptable tothe external and internal challenges we face every day. Above all, the workforce must be integrated across theentire IC, which requires a deliberate process and commitment from the highest levels of IC leadership.The initial Strategic Human Capital Plan (2006) laid the groundwork for attracting, engaging, and unifyingan innovative and results-focused workforce. We can be proud of our human capital achievements. We established the Civilian Joint Duty Program, undertook rigorous strategic workforce planning efforts, promulgatedcommon performance management systems requirements for the civilian workforce, and increased the accountability of the IC’s most senior leaders. All of these initiatives broke new ground in the Community, butJAMES R. CLAPPER, JR.much more remains to be done.DIRECTOR OF NATIONALAs we go forward, I have charged the Assistant Director of National Intelligence for Human CapitalINTELLIGENCEwith the following mission: Build a more agile, diverse, inclusive, and expert workforce focused onmission success that reflects the strength of America. I believe that the U.S. Intelligence Community’sHuman Capital Vision 2020 serves as the needed foundation to accomplish that mission. The vision will provide a reference point for all IC elements to fulfill human capital goals and objectives envisioned by the National Intelligence Strategy: specifically, to operate as a single integratedteam to meet the full spectrum of national security challenges.While the Assistant Director of National Intelligence for Human Capital is the steward of this plan, the IC’s Human Capital Enterprise and ourcore mission and functional managers are peer partners in its implementation. Only by working as an integrated team will we succeed in fosteringan environment in which our people can lead strategically, execute multivariate missions collaboratively, and manage resources efficiently andeffectively.I am pleased and impressed that we have accomplished so much in the strategic human capital field and confident that we are poised tocontinue our upward trajectory. I look forward to working with you to realize our full potential as the United States Intelligence Community.FOREWORDIn the coming decade, the United States Intelligence Community faces accelerating technological changesthat will alter the capabilities of both allies and adversaries. The men and women of the IC hold the front lineof defense against hostile actions aimed at the United States and must sustain previously developed functionalexpertise while rapidly assimilating new and emerging capabilities. Strategic management of IC civilian,military, and contractor workforce skills will be imperative in this environment. The Vision framework set outin this document illuminates critical directions in which the IC will need to move between today and 2020.The contents of this Vision rest on an effort launched by the Strategic Human Capital Plan in 2006 andthe hard work of many IC visionaries since then. We have achieved major accomplishments, some of whichare referenced in the Vision. What we now undertake is a step up to a new and essential level of strategicworkforce management, where training and skill alignment are central to meeting mission challenges, anddiversity is central to innovation.DEBORAH KIRCHERIn the Appendix, we reflect for a moment on the proud accomplishments of the IC following AprilASSISTANT DIRECTOR OF22, 2005, when the ODNI first became operational. Our progress to date was no small accomplishNATIONAL INTELLIGENCEment. The IC’s continued and repeated successes have occurred due to the selfless dedication of aFOR HUMAN CAPITALdiverse community that continues to explore new and better ways to tap into the strengths afforded byour multicultural, multi-generational workforce and the strengths of our organizational legacies.The IC continues to develop and acquire new capabilities, both by leveraging proud traditions and by adopting improved and emergingapproaches necessary to discover, access, and effectively utilize information required to address our Nation’s security challenges. The IC facesmany challenges ahead, and this is no time to rest on our laurels. The IC champions will spearhead initiatives within the focus areas and themesdescribed in this document, using the traditional cascade in which strategies drive goals that drive objectives that generate action plans. Theaction plans, in turn, will feed individual performance objectives.The success of the IC depends upon the individual and collective work of all civilian, military, and contractor members of the IC. Wewelcome your input and depend upon your active participation in bringing this vision to reality.U.S. INTELLIGENCE COMMUNITY’S HUMAN CAPITAL VISION 20203
BUILD A MORE AGILE, DIVERSE,INCLUSIVE, AND EXPERT WORKFORCEFOCUSED ON MISSION SUCCESS.INTRODUCTIONThe United States Intelligence Community’s Human CapitalVision 2020, establishes a framework for meeting the WorkforceEnterprise Objective of the 2014 National Intelligence Strategy(NIS):Build a more agile, diverse, inclusive and expert workforcefocused on mission success.Meeting the NIS Objective above will require increased collaboration among individual employees, managers, and missions,and closer focus on developing and applying each employee’scapabilities. Achieving the Human Capital Vision expressed inthis document will require a new level of inclusion—as well asrestructured workforce policies, practices, and tools—across theIntelligence Community (IC) .Although each IC component implements a customizedworkforce plan to meet mission demands, we are dedicated to thecommon mission: protecting and preserving national security. ICpersonnel also share a commitment to upholding the rule of law,and to providing appropriate transparency whenever possible asillustrated in our Principles of Professional Ethics. Adhering toour principles is essential to earning and maintaining the trust ofAmericans and ensuring the IC retains the resources and authorities needed to address the economic and mission challenges ahead.PRINCIPLES OF PROFESSIONAL ETHICSMission: We serve the American people and understand that our mission requires selfless dedication to the security of ourNation.Truth: We seek the truth; speak truth to power; and obtain, analyze, and provide intelligence objectively.Lawfulness: We support and defend the Constitution and comply with the laws of the United States, ensuring that we carryout our mission in a manner that respects privacy, civil liberties, and human rights obligations.Integrity: We demonstrate integrity in our conduct, mindful that all our actions, whether public or not, should reflectpositively on the IC at large.Stewardship: We are responsible stewards of the public trust; we use intelligence authorities and resources prudently,protect intelligence sources and methods diligently, and report wrongdoing through appropriate channels; and remain accountable to ourselves, our oversight institutions, and, through those institutions, ultimately to the American people.Excellence: We seek to improve our performance and our craft continuously, share information responsibly, collaboratewith our colleagues, and demonstrate innovation and agility when meeting new challenges.Diversity: We embrace the diversity of our Nation, promote diversity and inclusion in our workforce, and encouragediversity in our thinking.By embodying the core values of Courage, Collaboration, and Commitment, the IC will continue to faithfully serve itscustomers and the American people.4U.S. INTELLIGENCE COMMUNITY’S HUMAN CAPITAL VISION 2020
FRAMEWORKIn order to build a more agile, diverse, inclusive, and expertworkforce focused on mission success—the IC will focus onthree areas. We will:Shape an Effective WorkforceEmbrace Continuous LearningEmbed Agility, Innovation, and InclusionEach focus area contains a subset of themes that identifygoals. The focus areas overlap and will adapt dynamically, asillustrated in the accompanying image. Vignettes in textboxesare included to illustrate workforce operations in the IC whenthis Vision is attained.Shape anEffectiveWorkforceNina was proud to be a native-born American, but also hadpride in her Eastern European heritage. She believed she couldhelp others understand and appreciate the land and culture whereher parents were born. In college, however, one of her professorstold her she would never be able to work for the IC because“she had too many relatives in the old country.” Regardless, shedecided to apply for an IC position through a Virtual Career Fair.She was pleasantly surprised to learn that her foreign connections did not disqualify her. IC Elements determine eligibilityfor working in the IC based on a careful consideration of eachindividual’s unique situation using the “whole person concept.”She loves her analyst role and knows her cultural and languageinsights are making a difference.Chief Human Capital Officers (CHCOs) actively engageline managers and IC leaders to understand mission needs.Together, they will institute processes to determine the necessary workforce capabilities, identify and fill skill gaps, andimplement strategies to assure effective skill matches.Theme 1.2: Staffing ActivitiesEmbraceContinuousLearningEmbed Agility,Innovation, andInclusionFocus Area 1: Shape an EffectiveWorkforceThe IC will shape an effective workforce by sharing information and advocating new and/or revised policies, processes,and technologies to better attract, retain, and reward personnel.The IC will implement more effective workforce analytics toascertain the critical competencies needed across the IC overthe next decade. In a resource-constrained environment, everymember of the IC must maximize the opportunity to makemeaningful contributions.Additionally, IC leaders will continue to promote fairnessand inclusion and ensure that workforce diversity matchesthe full range of IC missions. The IC will continue to identify,recognize, and retain the contributors who have consistentlyexcelled at mission-critical work.Theme 1.1: Workforce StrategyStrategic workforce planning (SWP) measures civilian,military and contractor workforce trends, identifies skill gaps,and devises appropriate staffing strategies. The SWP processidentifies and clarifies the capabilities needed for missionsuccess and enables that success by bringing the right people tothe right place at the right time.The IC will continue to develop and deploy new approachesto ensure efficient candidate assessment processes that enablemanagers to quickly evaluate background complications andmaintain a relationship with candidates throughout the hiringprocess. The IC will also ensure that its military membersare fully and effectively utilized throughout the IC and thatmilitary personnel have the opportunities to develop professionally and personally. Personnel assigned to IC roles willalso be employed in effective career development.The IC will continue to expand recruitment, hiring, andretention of women, minorities, and persons with disabilities,including wounded warriors. Further incorporating nontraditional concepts of diversity across the IC will promotea broader awareness of different mindsets and cultural backgrounds. IC CHCOs will expand outreach activities, such asengaging with affinity groups and providing scholarships and/or stipends for non-traditional studies.Theme 1.3: Capabilities ManagementEffective performance management provides opportunities for all employees to learn and improve their skills, whilerevealing and leveraging their diversity. It also maximizes thenumber of employees whose capabilities align with current oranticipated requirements.Managers will enhance engagement and coach employeesto better identify unique talent and develop clear, detailedperformance objectives. They will also provide the tools, time,and training that allow employees to strengthen their existingknowledge and skills while building new capabilities. Specialemphasis is needed to recruit, train, develop and motivateemployees with skills central to the success of the intelligenceU.S. INTELLIGENCE COMMUNITY’S HUMAN CAPITAL VISION 20205
cross-fertilization of methods, practices, and capabilities willstimulate even more innovation. The IC’s pledge to continuouslearning requires a mutual commitment by employees andleaders to envision future directions and identify appropriateresources that support progress.Theme 2.1: Anticipating FutureRequirementsA key challenge for the IC is ensuring a sufficient balanceof generalists and experts, both to meet enduring challengesand to respond flexibly to surge requirements. The IC willinvest in additional workforce learning infrastructure to meetthe capabilities required to meet changing mission challenges.SWP practices will ensure the IC matches future supply tofuture demand.mission, including foreign language, science, technology,engineering and mathematics.In addition, we will retrain and/or redeploy employees toobtain challenging new assignments that contribute to themission.As the IC intensifies efforts to encourage collaboration,flexibility, and fairness, leaders and employees will embracethe performance culture needed to sustain capability gains. Inthe future, efforts to retain knowledge and skills may involvetraditional techniques that focus on individuals, but will alsoinclude tailored enterprise activities such as leveraging socialmedia to improve access to critical capabilities.Implications Over the next decade, the IC will leverage the best strategic workforce planning and staffing practices to betteralign capabilities with emerging mission requirements.Focus Area 2: Embrace ContinuousLearningThe IC will sustain a culture that drives continuous learning, while providing the means to share critical knowledgeacross IC organizations. The IC has replaced single-directioncareer ladders with career alternatives that offer more robustand diverse career paths and opportunities. This multidirectional approach provides opportunities for employeesto develop and for leaders to nurture new capabilities as theyemerge. In the future, the nature of roles will change in the IC;all of our people will need to change as well, perhaps severaltimes during a career.Additional rotational opportunities throughout the IC, aswell as to non-IC government agencies, will optimize exposureto new ideas and foster cultural enrichment. This expanded6Theme 2.2: Capability RenewalTraining in tradecraft and technology is essential to ensurethe IC’s overall capability to meet mission objectives. Professional development programs will include technology trainingthat considers the different learning styles and aptitudes of amulti-generational workforce. Programs will adopt lessonslearned in the past by using case studies and scenario practice,which allow students to learn rules and procedures while gainingexperience in how to apply their new knowledge effectively.Language, regional, and cultural competencies are centralto comprehending how best to understand and deal with bothadversaries and allies. The IC will leverage current developmental investments in these areas by mirroring successes,including continuous mentoring and after-action reviews toensure integration of lessons learned from these investments anddevelopmental activities.Theme 2.3: Inter- and Intra-AgencyOpportunitiesThe IC will leverage the success of the civilian Joint DutyProgram as managers begin filling higher percentages of theirGS 11 and higher levels positions with joint duty assignments.Using these opportunities to expand the competency and experience base of their staffs, this exposure to other work environments will enrich both the participants’ and the host organizationSarah is glad to be part of the IC, but is also willing to considerjob opportunities elsewhere if they offer more interesting challengesand better opportunities to grow and develop. Thanks to workforceplanning, the IC has better information about which job disciplineswill expand and which disciplines will decline. Coursework available via the National Intelligence University, combined with moreinformation about openings in other IC elements gives Sarah moreflexibility in designing and navigating her career path. Sarah canapply her talents across the IC to explore new disciplines withinother agencies. As a result, she has decided that, at least for the nextfew years, the IC g
2 U.S. INTELLIGENCE COMMUNITY S HUMAN CAPITAL VISION 2020 Vision 2020 builds on the Global Trends 2030: Alternative Worlds report prepared by the National Intelligence Council; on Emerging Trends: the Future Workforce, published by the Center for the Study of Intelligence; on the Office of Personnel Management’s Government-Wide Diversity and Inclusion Strategic Plan; and on the Intelligence
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