Lt. General Richard Y. Newton III Deputy Chief of Staff for Manpower and Personnel, US Air Force

As the Air Force continues to provide strategic deterrence for the Nation and to fly, fight and win as an integral part of the Joint Team, it is imperative that we focus on our Airmen. We must recruit, train and retain the highest quality force--able and ready to cope with 21st Century challenges. We must care for our Airmen and their families by providing them both the quality of service they deserve and developing the ethos, skills and leadership capacities they need to excel. Join Lieutenant General Dick Newton as he discusses the Air Force's commitment to peerless precision and reliability in the execution of the USAF's mission.

Abe Zwany Vice President, Booz Allen Hamilton

Trends in demographics and generational shifts; budget constrictions; relocations, restructurings, re-purposing and rightsizing; and the continuing need to improve performance have led to many initiatives focusing on improving talent management systems. Transformational efforts include strategic human capital planning, competency-based approaches to defining capability requirements, extension of the relevant workforce to a Total Force perspective, new approaches to training and education, emphasis on relating pay to performance (for civilians, military and contractors), and provisions of effective, easy-to-use transactional/operational services. Formulating integrating structures and processes that will create high performance organizations able to flex as needed will be as important to the overall success of these efforts as the demonstrated value of each one alone – a complex undertaking that can be informed by lessons learned from commercial and civilian agency experiences as well as the efforts of the different services.

Kevin Mahoney Associate Director, Center for Merit System Accountability, Human Capital Leadership and Merit System Accountability, Office of Personnel Management

In his current role, Mr. Mahoney is responsible for holding Federal Agencies responsible for delegated human resource authorities and compliance with merit system principles and other Civil Service laws, rules and regulations. Join Mr. Mahoney as he addresses how the OPM is creating strategies to ensure merit system accountability through their various initiatives.

Dr. Joseph King Chief Talent Officer, ARDEC, US Army

ARDEC became the first Department of Defense organization in history selected to receive the prestigious Malcolm Baldrige National Quality Award. The Baldrige National Quality Award is presented annually to a small group of elite businesses and organizations deemed to have world-class performance excellence and quality achievement practices. Join ARDEC’s Chief Talent Officer, Dr. Joseph King, as he discusses the ways that his organization has become a leader in leadership, strategic planning, customer and market focus as well as other key aspects of human capital management.

Rotating Roundtables Discussions

Moderated by:

Moderated by:

Roundtable #3: Outlining Competency Assessment Through Objective Performance Assessment

Roundtable #4: Communicating Special Authority Programs To Managers Throughout The Department Of Defense

How It Works:
Each table is composed of 10-12 delegates. Each focus topic is led by a subject matter expert who will facilitate the discussion among participants. With two hours dedicated to this activity, the moderators will move from table to table every 25 minutes. This ensures your chances of participating in all the topic areas available.

	Deborah Devlin Deputy Chief of Staff, CECOM, US Army
	Barbara Panther Director, Civilian Human Resources Agency, US Army

On May 13, 2005, Defense Secretary Donald H. Rumsfeld forwarded the department's recommendations to the BRAC Commission. Since then, HR organizations have been developing plans to transition to more streamline human capital management processes, as many of their offices face closure. Join the distinguished panel of speakers to discuss:

• Motivating the HR personnel maintain high levels of personnel support despite the impending base realignment and closure
• Filling vacant positions in HR organizations through the BRAC process
  

Learn how DISA developed its recruitment and retention strategy to face its upcoming move to Fort Meade Maryland, due to the DoD BRAC decision, as well as complete for world-class talent in the highly competitive market of today. Programs covered will include Employee Development, Students (Interns, SCEPs and STEPs), Quality of Work Life and Telework.