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The Department of the Navy (DoN) faces a number of significant challenges as it continues its transformation from a Cold War
force to a more agile and technology-based force. The events of September 11, 2001 have accelerated this transformation.
We are now engaged in a new kind of war, one for the very survival of our way of life. Our human capital challenge is to transform
our processes and systems in order to properly execute the complex and demanding naval missions set forth in Naval Power 21.
But we face those challenges with a very substantial head start. The Sailors, Marines, civilians, contractor employees, and
volunteers who perform our serious and dangerous national security work comprise the best Total Force in the world.
Our vision will enable the DoN to implement a human capital management strategy that is high-performing, efficient, flexible,
and properly aligned with our missions. We will put into place policies, programs, and procedures that encourage our people to
continue to make the commitment and sacrifices naval service demands. We must offer those individuals opportunities and
rewards commensurate with the sacrifices we ask of them. We must do this to ensure development of skilled, committed, and
courageous leaders capable of meeting the challenges of the 21st century.
We have prepared this strategy to guide us and our successors in meeting these challenges, setting a new course for human
capital management. The basic tenet of our strategy is that successful accomplishment of U.S. Navy and Marine Corps
missions depends upon integrating the individual and collective talents, skills, and capabilities of the Total Force. In an age in
which technology plays an increasing role in warfare, communications, and tactics, our people must possess the skills and
organizational resources to use that technology effectively.
Our strategy envisions a new human capital management system that leverages technology to allow each individual to use his
or her capabilities to make valuable contributions toward achieving our mission—afloat or ashore. We will honor and reward all
contributions, especially those that are clearly exceptional. We recognize that people are our most important asset, and we will
establish the mandate to treat them as the force multiplier they truly are.
Our strategy responds to the President’s Management Agenda and to the priorities of the Secretary of Defense. It also
incorporates the Secretary of the Navy’s 2004 objectives. This strategy will—
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Implement the National Security Personnel System for the DoN civilian force; |
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Transform our military personnel force by creating a modern human capital management system to replace the DoN’s legacy
human resources systems and achieve the objectives of Naval Power 21, Sea Power 21, and Marine Corps Strategy 21; and |
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Achieve active/reserve integration by rebalancing requirements and capabilities. |
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This human capital strategy represents the first step in what will be a complex process to meet the challenges of the 21st
century. We are committed to its success.
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