DVIDS – News – JMC puts the human in human capital management planning


In an effort to align its approach to personnel with changing organizational needs, the US Army Joint Munitions Command unveiled its strategic human capital plan for fiscal years 2022-2028. Building on a previous plan, the updated HCSP advances JMC’s mission to maintain an agile and diverse workforce ready to meet the needs of the military, while delivering lethal munitions to the right place and at the right time. To this end, the new HCSP takes a modernized approach, prioritizing the active recruitment and development of leaders at all levels to employ human capital management practices that are aligned with the overall vision, mission and strategy of the agency.

“We must be proactive and take the initiative to develop the workforce in a way that anticipates future mission needs,” JMC Command Sgt. Maj. Petra M. Casarez.

As the lifecycle of the previous plan drew to a close, the HQ JMC set up a team to review and update the expiring HCSP. The team took inspiration from previous successes and failures, sought advice from facility experts, and then spent a year creating the new plan. The resulting PSHC remains aligned with the Army’s Human Resources Strategy and AMC’s Human Capital Plan, while addressing JMC’s current and future human resources priorities and challenges.

“JMC is committed to hiring the right people, at the right time, for the right job,” said Norbert Herrera, G1 Director at JMC. “This is a talented, disciplined, skilled and professional group of employees who will help the command embrace change and maintain a level of excellence. As we seek to transform our organic industrial base with the latest manufacturing methodologies, processes and equipment, we will also need to transform our workforce to meet these future capabilities through recruitment efforts and specialized training.

Throughout this process, the team focused on marrying the needs of the organization – at JMC headquarters and its seventeen subordinate facilities – with those of its workforce. To effectively achieve this balance for current and future personnel, while consistently meeting mission requirements, the team set goals, set priorities, and identified challenges to successfully implementing the new plan.

The new HCSP has three main objectives:

• Shape and develop a diverse and inclusive workforce for the future
• Identify, acquire, develop and maintain a workforce capable of meeting the dynamic needs of the ammunition mission, now and in the future
• Develop focused, aware, engaged and effective leadership capable of supporting and guiding the JMC workforce

JMC, its leaders and staff must work together to overcome potential challenges to achieve these goals. The HCSP responds to five major issues related to human capital. These include:

• Implement structures and strategies to equip leaders with the tools to effectively manage diversity, be accountable, measure results, think strategically and institutionalize a culture of inclusion
• Establish and support a strong mentorship program that provides employees with the opportunity to develop their leadership, interpersonal and technical skills
• Remain vigilant in providing workplace flexibilities that remain competitive with industry
• Execute deliberate strategies and initiatives to equip current senior managers with effective skills and techniques
• Improve recruitment and hiring practices to include new methods and outreach efforts that increase diversity, while attracting and maintaining a high performing workforce

With people as its top priority, the revised HCSP is addressing these challenges through several initiatives aimed at helping members of the workforce maintain a healthy work-life balance. These efforts include the wellness program, expanded telecommuting opportunities, flexible work hours, a mentorship program, an inclusion project, and modernization efforts to transform JMC’s talent in support of the future mission.

According to JMC Commanding General, Brig. Gen. Gavin Gardner, “This strategic plan ensures we are building an agile and diverse workforce ready to respond to the Army’s modernization efforts. JMC is committed to recruiting the right people, at the right time, for the right job. The HCSP JMC 2022-2028 helps us demonstrate our dedication to our top priority – YOU! The right people with the right skills generate success that will win on any battlefield.

Effective implementation and use of the revised HCSP will require broad communication of the plan to the workforce, so that employees at all levels see themselves in JMC’s current and future operations.

According to Teresa Hutcheson, G1 Program Analyst, “The Human Capital Strategic Plan provides a great overview of what it’s like to work for JMC and the great things we achieve every day. This shows the extent of JMC’s support for the workforce and the Warfighter. “The most interesting thing to read in the HCSP is what each installation does to support the Warfighter,” Hutcheson added. “Sometimes we’re so focused on our own day-to-day tasks that we don’t always consider the big picture of each site and how it all fits together in the end.”

“Encouraging everyone to understand how they fit into the organizational structure and mission of JMC, while showing them where and how to take advantage of development opportunities, helps employees understand the importance of the HCSP, fosters a workforce diverse and responsive work and encourages its staff to recommend potential revisions to the plan over time. These actions will support the growth and development of employees throughout their career lifecycle, maximizing career planning in support of future mission requirements,” said Kela Ganzer, Human Resources Specialist G1.

“I love reading about work-life balance and the benefits JMC offers, such as remote working and mentoring for employees,” said Christy Yaddof, Project Inclusion program manager. “I think the next generation of the workforce will be very interested in what we can offer them.”

The consideration of a generational approach is an important part of the revised HCSP. According to statistics identified by the team, 66% of all JMC HQ civilians and 92% of JMC HQ senior experts and supervisors will be eligible for retirement by 2028. The result will be that millennials will dominate the market labor in terms of numbers, which requires ensuring that incoming employees acquire the skills and knowledge necessary to continue the mission as those with institutional experience retire. At the same time, JMC recognizes that its workforce currently consists of several generations of employees, each with unique institutional knowledge and evolving technological skills.

According to Sherri Newman, G1 Human Resources Specialist, “An interesting part of the HCSP is the information about our multi-generational workforce and the characteristics of each. We currently have five generations, but those generations are shrinking due to the rapid pace of change,” Newman added. “To think that we could have more than five generations in the next decade or two is very interesting. It will be a definite challenge for leaders to find the best way to lead so many generations of people at once.

Addressing these concerns for the benefit of the JMC business, the revised HCSP establishes policies and programs that identify mission requirements and workforce gaps, recruit for these types of positions, and welcome employees through to a strong integration and sponsorship program. The Hiring Action Plan also includes a formal mentorship program and professional development opportunities, such as training and education aimed at improving supervisor and employee performance.

These policies will proactively address human capital needs at both headquarters and facility level, particularly given the continued upgrading of facilities within OIB. JMC must have employees who understand the modernization efforts of the organization at all levels. This will require the recruitment of engineers and other technical experts who understand the operation of the facilities and know the potential regulatory limits. Failure to utilize policies and procedures that support new capabilities at the installation level could otherwise prove costly to the government and hamper efforts to meet future mission requirements.

The desired end state includes inclusive recruiting and effective professional development opportunities, enabling the establishment and evolution of a workforce aligned to meet JMC’s mission, now and in the future.

“Our future success is directly proportional to our ability to move together in the same direction, toward our future end state,” Gardner said. “We will continue to face challenges, but with the right people – talented, disciplined, skilled and professional – JMC will maintain excellence and exceed our mission expectations.”

To view the new JMC plan, please visit the home page of the JMC Sharepoint site.

Date taken: 22.02.2022
Date posted: 22.02.2022 14:06
Story ID: 415060
Location: ROCK ISLAND ARSENAL, Illinois, USA

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