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HUMAN RESOURCE STRATEGIES

The Strategy Team performs assignments in the program areas of Workforce Planning, Skills Acquisition, People Programs, Regulatory Framework, Human Resources Transformation and Organizational Development. The Strategy Team was established to develop new approaches to the management of human capital. 

Staff Director (703) 767-5393 Com, DSN 427-5393
Administrative Assistant (703)767-5398 Com, DSN 427-5398

• Organizational Gap Analysis 
• Workforce Shaping Plan 
• Workforce Development Prime Vendor Contract 
• Web-Based Exit Survey 
• DLA Telework DLA 
• Model Workplace Standards 
• Climate Survey DLA 
• Culture Performance 
• Performance Appraisal and Recognition Programs 
• Corporate Intern Program Multi-source Evaluation Tool for Supervisors 
• Executive Development Program 
• Corporate Diversity Leadership Development Program 
• Ninth House 
• Representation Roll Out 

Organizational Gap Analysis Major study to determine critical skills gaps within the Agency when comparing the organization’s “as of” (or current) and the “to be” (or future) states. This gap analysis will more importantly identify the skill gaps or shortages, which will need to be reduced if the Agency is to perform at its optimal level. Outcomes: Organizational Gap analysis, identification of essential “as of” skills, and identification of essential “to be” skills.

Workforce Shaping Plan Agency-wide plan founded on the identification of essential Agency-wide competencies, gained through an extensive research and benchmarking effort. Outcome: Agency-wide competency models, curriculum shortfall plan, and training plan. 

Workforce Development Prime Vendor Contract Reengineer the DLA workforce development process to operate in an environment that partners with a commercial vendor (Prime Vendor) to provide administrative workforce development services. A commercial prime vendor that provides training and education and administers a learning management system. 

Web-Based Exit Survey The automated exit survey instrument will be used to determine why DLA employees seek employment elsewhere. The information will be used to develop strategies that would make DLA more of an “Employer of First Choice” and to assist in employee retention. Expected outcomes: web-based exit survey, standard report formats, and DLA-wide turnover review and analysis. 

DLA Telework A program that will allow eligible DLA employees, with prior supervisory approval, to work their normal tour of duty from an alternate location, e.g., their home, telework center, etc. Outcome: DLA telework directive and instruction, training program, and program evaluation instrument. 

DLA Model Workplace Standards Development and implementation of model workplace standards for the DLA workplace through a collaborative effort. The working group will define the methods, approaches, practices, or conditions that have a significant positive impact on overall individual and organizational performance by improving employee satisfaction, customer satisfaction, and/or bottom line business performance by meeting the needs of today’s and tomorrow’s workforce.  Outcome: Corporate workplace standards, linkage to productivity, retention, and agency performance measures, and benchmark for other high-performing organizations to emulate. 

Climate Survey A measurement tool for assessing overall employee morale and job satisfaction. It will also be used as a measurement tool for assessing several metrics related to the Balanced Scorecard. Outcome: data will be compared to previous years to determine areas of strength and those needing improvement. 

DLA Culture  Organizational culture is the relatively enduring set of values and norms that underlie people’s social and work behaviors within the organization. As such, these underlying values and norms may not be entirely conscious and require carefully directed actions to change. BSM, DLA 21, and other significant changes provide an ideal opportunity to transform the culture of the agency. This initiative seeks to ensure that the transformation in DLA culture will be deliberate and planned. Outcome: Transformation of DLA culture will facilitate DLA’s transformation from a “holding company” to an agile, consistent, customer-focused corporate body. 

Performance Appraisal and Recognition Programs This initiative will revamp the DLA performance appraisal and recognition program so that there is more linkage to DLA corporate goals and priorities. Phase I of this effort will be to revise the Performance Management System for all supervisory and managerial personnel. Extension of a revised performance management system to the remainder of the workforce will be contingent upon securing union approval. Outcome: A revised performance management system, clarified accountability, improved supervisor-subordinate working relationships, and improved individual and organizational effectiveness. 

Corporate Intern Program The DLA Executive Development Program will be revamped to provide a systematic corporate strategy for selection of DLA’s leaders of the future. Expected outcome:  Identification of high potential employees to develop a cadre of future leaders, expand leadership training and development opportunities, and provide a systematic plan of development. 

Multi-source Evaluation Tool for Supervisors Multi-source assessment is used to evaluate supervisors’ work performance, and includes ratings by subordinates, peers, customers, and supervisors for developmental purposes only. Outcome: A more holistic measurement tool and feedback source to managers.  

Executive Development Program The DLA Executive Development Program will be revamped to provide a systematic corporate strategy for selection of DLA’s leaders of the future. Expected outcome: Identification of high potential employees to develop a cadre of future leaders, expand leadership training and development opportunities, and provide a systematic plan of development. 

Corporate Diversity A corporate initiative to improve diversity awareness and climate of the agency. Outcome: Identification of areas for improvement and training program developed. 

Leadership Development Program The DLA Executive Development Program will be revamped to provide a systematic corporate strategy for selection of DLA’s leaders of the future. Expected outcome: Identification of high potential employees to develop a cadre of future leaders, expand leadership training and development opportunities, and provide a systematic plan of development. 

Ninth House Ninth House Network provides training via an e-learning environment to help employees build business and communications skills. Seven learning modules feature interactive instruction from renowned authors. Outcome: Deployment of this tool to all senior level employees Agency-wide. 

Representation Hispanic under representation is a critical challenge facing DLA. To address the challenge, DLA will embark on an aggressive plan that targets diverse candidates and simultaneously provides opportunities for development and advancement. Key component of the plan will be leadership commitment, proactive recruitment, and a supportive environment. Outcome: Increased parity at all grade levels for minorities throughout DLA.