Chief Human Capital Office

Policy and Strategy

Policy

The IRTPA of 2004 directs the DNI to “prescribe, in consultation with the heads of other agencies or elements of the intelligence community, and the heads of their respective departments, personnel policies and programs” governing IC human capital matters.

The policy function in the Assistant Director for Human Capital (ADNI/HC) supports the ADNI/HC (the accountable ODNI official for human capital related issues), with developing, coordinating, and adjudicating IC policy issuances – including IC Directives (ICDs), IC Implementing Guidance (ICPGs), IC Standards (ICSs), and other policy documents – in coordination with the Office of the ADNI for Policy and Strategy. The ADNI/HC is also responsible for all human capital related legislative issues for the IC. Additionally, the ADNI/HC is charged with providing support to the Office of Personnel Management (OPM) for human capital Initiatives.

IC Human Capital Vision 2020

The 2014 National Intelligence Strategy (NIS), directed by the Director of National Intelligence (DNI), established a mandate for the Intelligence Community (IC) to integrate, transform and strengthen its support to national security. The Assistant Director of National Intelligence for Human Capital (ADNI/HC) is responsible for meeting the Workforce Enterprise Objective: Our People – “Build a more agile, diverse, inclusive, and expert workforce.” To accomplish this objective, the IC Chief Human Capital Office (CHCO) developed IC Human Capital Vision 2020 — a strategic human capital framework that enables the IC to attract, engage and retain a diverse and innovative workforce.

Building on the guidance provided within the 2014 NIS and The IC Human Capital Vision 2020, describes the human capital Initiatives established by the IC CHCO Council and IC HC Working Groups to achieve the NIS Workforce Enterprise Objective.  

The HC initiatives are organized into the following high-level Vision 2020 focus areas:

Shape an Effective Workforce – The IC will share information and advocate for new/revised policies, processes and technologies to better attract, retain and recognize personnel. Implications: To better align workforce capabilities with emerging mission requirements.

Embrace Continuous Learning – The IC will sustain a learning culture that drives continuous improvement in performance while providing the means to share critical knowledge across IC organizations. Implications: Resulting in a workforce better able to maintain and sustain current and emerging mission successes.

Embed Agility, Innovation, and Engagement – The IC will become more responsive by changing how it manages human capital. Improved organizational designs promote and facilitate collaboration, which leads to increased agility. Implications: To more effectively deploy the impactful policies, processes and technologies that enable mission success.