2013 HR Community Survey Results

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TASK

• Assess/re-assess the attitudes and opinions of HR officers on various topics

• Determine effectiveness of efforts underway to align with Navy 2013-2017 HR Community Strategic Plan

• Generate potential focus areas for action

• Address any areas of concern that were not included in previous survey

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HR Survey ParticipationInventory as of 15 July 2013

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Survey Participants vs. Inventory

1200* 1207 1205 1200 1207 1205 Percent of Inventory

2 0 1 2 0 1 100 N/A 100

21 6 11 37 16 14 57 38 79

58 30 24 105 65 51 55 46 47

85 50 21 144 86 64 59 58 33

56 20 22 128 33 52 44 61 42

7 0 5 19 0 11 37 N/A 45

3 0 4 14 0 13 21 N/A 31

232 106 88 449 200 206 52 53 4354% 25% 21% 53% 23% 24%

426 855 50SurveyTotal

TotalInventory

Total% of

Inventory

FLAG

CAPT

CDR

LCDR

LT

LTJG

ENS

HR AccessionReasons for becoming HR Officer

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I wanted to become an HR Officer because(mark all that apply)

All (r2011)

Senior(05-O8)

Junior (O1-O4)

Enjoy HR work 56% (+1) 55% 56%

Use HR-related prior work experience 48% (Even) 48% 47%

Improved professional success/promotion opportunity 40% (-3) 43% 38%

Use HR-related education/degrees obtained 35% (Even) 23% 42%

Post-military career opportunities 34% (+4) 35% 33%

Less deployment time 25% (+7) 27% 24%

Military spouse/family member issues 22% (+9) 10% 29%

Other 19% (+6) 8% 26%

Improved homesteading opportunity 15% (+3) 9% 18%

HR Community reputation 14% (+1) 8% 17%

Other responses include: desire to stay Navy, but not in previous designator; forced re-designation; felt would have greater impact in Navy as HR; improved work/life balance

HR Strategy

• 75% of HR officers have read the HR Strategy – Compared to 89% in 2011

• 77% (of those who read Strategy) believe the HR Execution Plan will serve as a good roadmap to meet the HR Strategic objectives– Compared to 65% in 2011

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Senior Junior 1200 1207 1205

82% 71% 82% 69% 63%

Senior Junior 1200 1207 1205

77% 77% 77% 71% 81%

Milestones

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QuestionsAll

(r2011) Senior Junior

With Milestone (O4-O6) (r2011)

Understand purpose of milestone billets

85% (-1) 92% 82% 91% (+1)

Understand screening process 69% (-3) 77% 65% 77% (-4)

Understand assignment process 67% (Even) 76% 62% 78% (+5)

Understand how billets are selected as milestone positions

67% (+12) 75% 62% 76% (+13)

Milestone slating process is fair 42% (Even) 48% 39% 55% (+9)

Right mix of leadership and staff billets for milestone positions

69% (na) 63% 72% 66% (na)

Sample Open Forum Comments to “Do We Have the Right Mix of Milestone Billets?”: • Need more leadership positions (CO/XO, Staff w/Leadership)• Expand footprint (Operational, At-Sea, Joint, Additional Fleet N1s)• Need to anchor milestone lists for greater than 2 years (sense of fairness)• Outdated or misunderstood algorithm

Milestones (Cont.)

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Priority Weighting

Answer Options All Senior Junior

High Leadership role in billets 1 1 1

Medium Number of direct reports 2 3 3

Medium Echelon to which billet is assigned 3 4 4

Medium Primary interface with higher echelon 3 5 2

Medium Number of billets impacted 5 2 5

Medium Amount of budget impacted 6 6 6

Low If billet is connected to sea duty 7 7 7

Low Billet subspecialty codes 8 8 8

Priority ranking of factors that should be most heavily weighted in determining milestone billets. (mark all that apply) (1-8, 1 as the most important)

Other Factors Recommended for Consideration in Determining Milestone Billets (Sample Open Forum Comments):

• Scope of Impact (Navy-wide vs. command-level, Fleet warfighting mission and readiness)• Visibility• Accountability and Workload• Relationship to HR CCAs (represented based upon proportional percentage of billet base)

Communication• 65% of HRs surveyed felt well connected to news about the community;

down from 78% in 2011• Website & e-mail reach largest audiences but Brownbag Meetings

increased 11pp in frequency since 2011

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Frequency (r2011) Effectiveness (r2011)

Method All Senior Junior All Senior Junior

NPC HR Website 80% (+2) 80% 81% 84% (+4) 82% 85%

Email Communication 75% (+2) 84% 70% 87% (-2) 89% 86%

Regional Captain Network 72% (-1) 86% 64% 75% (-5) 85% 69%

Brown Bag Meetings 58% (+11) 61% 56% 65% (-3) 68% 63%

“Word of Mouth” Communication 50% (-3) 58% 45% 61% (+7) 67% 57%

“Face to Face” interaction 35% (Even) 42% 32%

62% (+6)65% 60%

Facebook Group 31% (-5) 36% 28% 26% (-9) 29% 23%

Formal Mentoring 21% (+3) 23% 19% 46% (+12) 49% 45%

HR COI Site (including Learning Locker) 19% (+3) 18% 20% 32% (+10) 28% 34%

“LinkedIn” interactions 8% (NA) 12% 5% 8% (NA) 10% 7%

Beacons/Newsletter NA NA NA 82% (NA) 83% 82%

HR Mentoring

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Question All Senior JuniorAll with mentor

Senior with

mentor

Junior with

mentor

Familiar with mentoring in HR community 86% 92% 82% na na na

Satisfied with HR Community mentoring 50% 59% 49% 78% 80% 77%

Satisfied with HR Community mentoring in Region 47% 54% 42% 72% 71% 72%

• 56% of HR Officers have a mentor

• Those w/mentors are fairly satisfied

• 32% desire a mentor, but do not have one

Satisfaction with community mentoring is much higher for those with a mentor

HR Mentoring (Cont.)Expectations

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What do you expect of your HR mentor? All Senior Junior

Career guidance/development 95% 95% 95%

Unbiased perspective on career goals 81% 84% 80%

Open lines of communication/personal contact 81% 86% 79%

Share professional experiences 81% 82% 81%

Discuss workplace challenges/avoid career mistakes 76% 75% 76%

Gain information/network 74% 75% 74%

Ask challenging leadership questions 60% 59% 61%

Other Expectations of HR Mentor (Open Comments)• Confidentiality and non-attribution• Engaged and interested• Understand not a “One Size Fits All” • Accurate information• Blatant honesty about one’s record and potential

assignments• Unbiased Perspective/Unbiased FITREP guidance

How To Improve HR Mentoring (Open Comments)- Mentoring guidebook- Volunteer relationships rather than assigned- Establish minimum community expectations - Consistency across regions- List of HR officers willing to serve as mentors- Reserve specific mentoring- HR conference

Community SuccessAll O4-O6

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Question O-4 O-5 O-6

Effective in their current HR position 81% 83% 82%

Well prepared over the course of their career 74% 73% 87%

Impact Weighting Answer Options (Current paygrade) O-4 O-5 O-6

High Previous HR tour/experience/subspecialty 1 1 1

High Masters degree 2 2 2

Medium Warfare qualification 3 4 5

Medium HR certification (PHR, SPHR, GPHR) 5 3 4

Medium HR Introductory Course 4 8 9

Medium JPME I/II 6 5 3

Medium Deployment (IA/GSA) 7 7 7

Medium HR Advanced Course 9 6 6

Low HR Intermediate Course 8 9 8

• Previous HR tours/experience and Master’s degree deemed most impactful • Other factors begin to vary by paygrade

• Warfare qualification and Intro Course more impactful for Junior Officers• JPME more impactful for Senior Officers

Most HR Officers feel effective in their current position and well-prepared throughout career

Community Success (Cont.)HRs with Milestone Tour

– 78% felt prepared for milestone tour– Seniors officers feel more prepared than Juniors for milestone tour

• 77% O-4, 86% O-5, 100% O-6

– Impact weighting for milestones similar to weighting for tour/career• Previous HR tours/experience and Master’s degree deemed most impactful for milestone

preparedness • Warfare qualification more impactful for Juniors; JPME and IA/GSA more impactful for Seniors

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Impact Weighting

Answer Options (Paygrade when in milestone tour) O-4 O-5 O-6

High Previous HR tour/experience/subspecialty 1 1 1

High Masters degree 2 2 2

Medium Warfare qualification 3 3 5

Medium HR certification (PHR, SPHR, GPHR) 4 4 4

Medium JPME I/II 5 5 3

Medium Deployment (IA/GSA) 7 7 5

Medium HR Advanced Course 9 6 7

Medium HR Introductory Course 6 8 9

Low HR Intermediate Course 8 9 8

Graduate Degree Utilization

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Question (for those with graduate degree from NPS) % Agreement

Found graduate course work relevant to career 83%

Did a payback tour utilizing their subspecialty following completion of NPS degree

63%

Began payback tour within one year of completing NPS degree

73%

Believe graduate degree greatly increased effectiveness in payback tour

86%

Believe graduate degree greatly increased effectiveness in following tours

77%

(SELRES only) Found Navy-funded graduate education useful in current employment (civilian or military)

54%

30% (128/426) have Navy-funded graduate degree from NPS

HR Training Continuum

HR Introduction Course• 49% of respondents indicated course attendance (+17 from 2011)

• 89% indicated course was effective (+8 from 2011 survey)• 86% indicated that the “set of tools” received were effective (+25 from 2011)

HR Intermediate Course• 13% of respondents indicated course attendance

• 95% indicated course was effective• 80% indicated that the “set of tools” received were effective

HR Advanced Course• 17% of respondents indicated course attendance (+1 from 2011)

• 94% indicated course was effective in enhancing skill set (+12 from 2011) • 77% indicated course was effective in helping them grow (+2 from 2011)• 90% indicated that the “set of tools” received were effective (+15 from 2011)

Certification Preparation and Examination Program (CPEP)• 37% of respondents indicated course attendance

• 85% indicated course was effective in preparing for HR Certification Exam (Note: ~ CPEP pass rate)

HR Training Continuum courses and tools are effective at all levels

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Command Qualification

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77% Senior, 66% Junior

Most HR Officers are aware of the new Command Qualification requirement; fewer know whom to contact to begin the PQS

Themes If the HR Leader, Where Would You Take Community?

Strategic Outlook • New ways to meet mission through Human Capital, managing risk, and controlled costs• Demonstrate value of HR community to Fleet (provide metrics)

Community Direction • Put a stake in the ground for what we want our officers to be/become • Find way to add value to Navy not easily repeatable by other designators • Advertise value of HR to deckplate Sailors

Increase HR Footprint • More At-Sea billets and operational assignments needed • Push for more ownership of what are truly HR jobs

Milestones • End reliance upon algorithm in recalculating milestone billets• Eliminate sense of inequity between milestones and command positions •Provide transparency regarding milestone slating

Qualifications • HR Pin/Device• Waive CO PQS for those who have successfully completed CO tour • Shift from PHR/SPHR emphasis towards focus on IA deployments, leadership, education, and performance

Reserve Integration •More cross 1200-1207 tours w/consolidated total force detailing• Have reserve communication and information flow be more available (broad outreach to SELRES officers ) • Make it easier for 1205's to transition to 1200 or 1207

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Future Planning

Future Planning

Themes If the HR Leader, Where Would You Take Community?

Processes • For Reserve officer w/HR civilian experience, allow consideration for CCA credit • Ensure fairness in promotions and billet assignments

Training and Education • Establish centralized HR funding for HR professional development training• Rearrange HR Intro schedule to allow NPS HRs to attend w/o class conflict• Expand qualifications • Redesign of HR courses in partnership with NPS and professional institutions and institute refresher courses after completion of HRCOE courses

Manpower • Grow and provide more Fleet/TYCOM N1s• Ensure billet subspecialties are correct in identifying expertise needed• Need greater emphasis on manpower training/pipeline

Personnel • Re-evaluate “community values” for SELRES and/or FTS• Have a LT/LCDR detailer for more junior HRs (detailer in closer rank - more of a rapport and useful dialogue)• Increased focus on JOs: - Reach out to new HRs within first 2 months to inform new Officers of the resources and tools that are available to them (Onboarding) - Greater JO involvement in community - Not assign first-tour HRs to geographically isolated assignments

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Key Take-Aways

• Top reasons participants became HR officers is enjoyment of HR work and ability to use HR-related prior work experience– The least cited reason was HR community reputation (numerous comments IRT burnishing

community credibility and value to big Navy)

• More HR officers (compared to 2011) believe HR Execution Plan is good roadmap to meet our objectives

• Milestone assignment, screening, and slating processes are understood, but the slating process is still perceived as unfair

• Participants believe Leadership Role should be most determinative factor in determining milestone billets

• While communication methods have increased in effectiveness and frequency, fewer HR officers (compared to 2011) feel connected to the community– SELRES officers feel least connected

• Satisfaction with community mentoring program is higher for those w/mentors• Most HR officers feel effective in current position and prepared for milestone tour• All HRCOE courses are effective• While most HR officers know of command qualification requirement, fewer know

who to contact to get started18

BACK-UP

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Demographic DataHR Competency

What competency are your currently working in?

16.8%

All participants (N=426) stated they are in HR billet but 45 (11%) indicated their billet was not in a primary competency

What is your primary competency?

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Demographic DataYears of HR and Navy Service

How many years have you been in the HR Community (based on when you first became a 1200, 1207 or 1205)?

52% of respondents (N=220) indicated they have been a HR 6 years or less since they became a HR

How many years of commissioned Service (YCS) do you have?

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63% of respondents (N=267) indicated they had 13+ years of commissioned service

Demographic DataHR Region

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Demographic Data1205 Officers

Status of 1205 officers

60% of respondents (N=88) indicated they were an Inactive SELRES

Role in your civilian occupation

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• “Other HR” responses included: HRIS, HR analysis and research, Program Mgmt, Secondary Education, student

53% of respondents (N=88) indicated they had HR roles in their civilian occupation

Demographic DataHR Accession

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Other includes: Nuclear Power Instructor

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HR Training Continuum Open Comments: HR COI Site

Recommended additions to HR Community of Interest Site- HR PQS References- Access to HR Course (Advanced, Intermediate, Intro) PPT Slides- SHRM Learning Webinars and Recertification process- More Reserve Info- Blog from Leadership- Contact List for HR Officers (Directory)- Recorded DCO Sessions of Brown Bags or Other Community Events- Library of Various Studies by Topics (Compensation, Manpower, etc.) - Eliminate Redundancy Between HR COI Site and NPC Website- Direct Connections to How HR Community Supports the CNO's Three Guiding

Tenets: Warfighting First, Operate Forward and Be Ready - List of Mentors and Contact Info- Training Officer Resources- Applicable Issues (e.g. Sequestration) and how they will impact labor (all DoN),

budget, training, and future Navy strategies- Employment Information (resume writing, interviewing skills, select/ hire someone)- Difficult to Locate and Navigate; Unresponsive to Request for Account- Unaware of Its Existence

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HR Mentoring (Cont.)Open Comments

Most Positive Aspect of HR Mentoring- Face to Face Dialogue- Record Review- Professional Relationship Building (Connections to the Community)- Confidence Builder- Guidance and Support in Career Decisions- Different Perspective (Constructive Criticism)- Learning from Seasoned/Experience Officer

Least Positive Aspect of HR Mentoring- Unresponsive to Request for Mentor - Forced/Assigned Relationship- Inconsistent/Conflicting Messages - Sugar-Coating/Party-Line vs. Constructive Criticism- Not Enough Outside Navy Experience - Non-Standard Across Regions- Informing How to Balance Work/Family- Difficult to Cultivate Due to Geographic Separation/Isolation- Senior Officer Time Constraints- Lack of Understanding Active vs. Reserve Career Paths