[Congressional Record Volume 154, Number 161 (Friday, October 3, 2008)]
[Extensions of Remarks]
[Page E2216]
From the Congressional Record Online through the Government Publishing Office [www.gpo.gov]




               APPOINTMENT OF CHIEF HUMAN CAPITAL OFFICER

                                 ______
                                 

                               speech of

                        HON. BENNIE G. THOMPSON

                             of mississippi

                    in the house of representatives

                      Saturday, September 27, 2008

  Mr. THOMPSON of Mississippi. Mr. Speaker, I rise in support of S. 
2816, a bill that will alter how the Chief Human Capital Officer is 
appointed at the Department of Homeland Security.
  This bill will give the Secretary of Homeland Security authority 
similar to other Federal agencies where a determination is made to 
place a careerist or a political appointee in the Chief Human Capital 
Officer position. This authority is particularly important as DHS makes 
its first transition to a new administration. Undoubtedly, there will 
be numerous staffing challenges ahead and the DHS Secretary must have a 
Chief Human Capital Officer to depend on to meet the Department's 
goals.
  The job of the Chief Human Capital Officer requires unique 
qualifications. Not only must this individual develop and maintain a 
cadre of national security personnel, but he or she must also ensure 
integration throughout the new Department and its many components.
  The men and women of the Department are some of the hardest working, 
most selfless individuals in the Federal workforce. Their mission 
contains little room for error. This is why it is so important that the 
Department provide a positive workplace that puts employees first. Over 
the past few years this has not always been the case and low employee 
morale has plagued the Department and limited its effectiveness.
  The 2006 Federal Human Capital Survey conducted by the Office of 
Personnel Management found that DHS was rated ``dead last'' in job 
satisfaction among its peers and received very low marks on leadership 
and management capabilities. And in the recent DHS 2007 Employee 
Survey, employees cited their dissatisfaction with the Department's 
pay, performance and promotion practices. Moreover, there have been 
numerous documented incidents regarding mismanagement within some of 
the major DHS components. These factors contribute to a fractured 
workforce and low morale.
  These are problems that must be addressed by the next Chief Human 
Capital Officer. Addressing employee concerns must be his or her first 
priority.
  One of the major sources of low morale is the MAX-HR system, a so-
called ``pay-for-performance'' system. MAX-HR and its proposed 
``follow-on system'' have been repeatedly rejected by my Committee in 
legislation and, many Members of Congress, for the past two years. The 
damage that DHS's relentless pursuit of such a system has done to 
morale is immeasurable.
  The next Chief Human Capital Officer has the chance to make some 
great strides and improvements at the Department. He or she must work 
to address the employee concerns and dissatisfaction with a commitment 
to providing proper training, career development and the tools 
necessary for its employees to do their jobs. Also at the top of the 
Chief Human Capital Officer's priority list should be recruiting the 
best and brightest for DHS, including individuals with diverse 
backgrounds and a patriotic spirit to fill its ranks.
  Given the extensive investment we have made in developing TSA and its 
workforce, I would be remiss if I did not acknowledge that the TSA 
workforce does not have the same rights and protections that are 
afforded to their colleagues at DHS. As the eyes and ears in our 
airports, TSA workers need to have whistleblower protections and 
collective bargaining rights to be able to report security concerns 
without fear of losing their jobs. Moreover, granting basic employment 
rights is critical to recruiting our Transportation Security workforce. 
We know firsthand what low morale can do to the health, recruitment, 
and retention of the DHS workforce.
  It is clear from the Committee's record of work that more can be done 
to support human capital efforts at the Department. And I am pleased to 
say that this bill is one of those needed measures of support. I look 
forward to working with my colleagues and the Department to continue to 
build a strong workforce at DHS. And I also take this opportunity to 
commend the men and women of the Department for their tireless work and 
dedication to the mission.

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