JMC senior leadership and G1 staff collaborate on the command's Human Capital Strategic Plan which promotes personal standards and organizational success. From L to R: Norbert Herrera, Deputy Chief of Staff, G1; Col. Dave Brown, JMC Chief of Staff; J...
The Joint Munitions Command Human Capital Strategic Plan describes how the organization is poised to sustain a diverse, agile, adaptable, multi-skilled Soldier and Civilian workforce that is responsive to Warfighter needs, capable of delivering superior munitions, and committed to personal and organizational success.
The JMC HCSP lays the framework to implement human capital strategic planning initiatives. We are committed to creating and sustaining a positive environment where mission excellence and taking care of people are the standard.
As Gen. Gus Perna, Commander, Army Materiel Command, stated, "Those that execute best are those that are prepared, those that execute with standards and discipline, and those that hold themselves accountable and pay attention to the environment, and make adjustments."
JMC strives for a culturally-integrated workforce aligned to meet mission needs. One of the ways the command does this is by supporting and driving continuous improvement of command transformation initiatives through our Transformation and Synchronization efforts, one of which was identifying our cultural pillars. These pillars were created by the workforce, and model the beliefs, behaviors and values of the organization. They include Trust, Accountability, Professionalism, Learning, Forward Thinking, and Mutual Support.
"JMC's six cultural pillars are the essence of what we are as an organization, said Col. Dave Brown, Chief of Staff, JMC. "They are the bedrock that bonds our workforce together, defines how we see ourselves, and influences how we are perceived by external organizations. Our culture must be practiced daily or it will erode, be lost, and define our march toward mediocrity."
As a command, everything is guided by the influence of these cultural pillars, which embody the commander's intent and tie to our Army Values. These pillars also influence the retention of JMC employees as JMC continues to be recognized for munitions excellence and strives to be an employer of choice.
As an organization, JMC embraces a healthy work-life balance philosophy, and provides employees with numerous opportunities to manage life from all aspects including work, family, and personal, emotional, and spiritual needs.
Some of the command human capital initiatives that support a healthy work-life balance include telework; health and wellness programs; and flexible work schedules. Telework ensures mission continuity during medical or weather events that would otherwise keep employees from accomplishing assigned workload. JMC proudly participates in the Rock Island Arsenal Commander's Readiness and Resiliency Council in an effort to provide additional wellness tools and resources for employees. The JMC leadership believes flexible work schedules breed happier employees, thus retaining them to support our mission over a longer period of time. The CR2C Program integrates and synchronizes wellness efforts and actions across JMC installations, improving individual and unit readiness and resilience.
JMC is dedicated to helping employees reach their full career development potential. We believe in the importance of Individual Development Plans and encourage meaningful discussions between supervisors and employees. Supervisors and employees meet regularly to discuss professional strengths and opportunities for growth in order to shape an employee's career path successfully. Our focus is on developing, sustaining, and retaining a multi-skilled and professional workforce with leadership skills and functional duties that fully support the JMC mission.
JMC also strives for a results-oriented approach to training and takes pride in training for a purpose which requires a strategic focus on outputs. JMC created a Career Development Model to reinforce the value of professional development discussions between supervisor and employee as well as outline leadership skill expectations and training opportunities at each grade level.
JMC recognizes that Department of Army leadership training is the foundation for our success. We recognize the sacrifices required for employees to attend a two, three, or four-week CES Resident Course for their respective target grade, so we partnered with other commands on Rock Island Arsenal to bring a Mobile Training Team on-site to facilitate two CES Advanced course sessions. This allows GS 13 -15s to attend this valuable leadership opportunity without the hardships of long term absence from their homes and families. This on-site opportunity has provided current and future leaders with the information needed to learn more about Army leadership tools and resources.
JMC takes pride in retaining talent management through developmental opportunities. Developmental opportunities allow employees to reap benefits of additional technical and leadership skills through developmental assignments, job swaps, and job shadowing. JMC partnered with Army Sustainment Command and Army Contracting Command to launch the Career Enhancement Opportunities Program. This program gives employees from all three commands the opportunity to apply on developmental opportunities of up to 120 days at one of the respective organizations. This partnership embodies mutual support through information sharing and leadership collaboration. Supervisors are encouraged to discuss CEO opportunities with their respective employees to identify which opportunities would be a good fit to fill a leadership or skill gap for their mission. It also allows leaders the opportunity to get a fresh perspective and insight into their programs and missions from participating employees. The CEO program has revealed new efficiencies amongst various RIA commands and missions through cross training, job shadows and developmental assignments.
A review of JMC headquarters demographics revealed a strong need for succession planning to ensure mission continuity and success. JMC headquarters has welcomed 15 new supervisors in the past 24 months and 65 percent of the current supervisors are retirement eligible during the next five years. It is imperative that our current supervisors maintain their supervisor and leadership skills while new supervisors get up to speed quickly. Additionally, JMC is developing programs and opportunities for future leaders in order to build the bench to ensure we continue providing lethality that wins.
To do that, JMC launched a supervisory survey in the fall of 2017 to identify which skills supervisors felt they had not received sufficient training in, as well as supervisory skills that they did not feel comfortable executing. A mini-360 assessment was also disseminated in the spring of 2018 that had a tremendous response rate and identified leadership areas of strength and opportunities for growth. The combination of these results along with the demographics were used to create custom made programs for JMC leaders in an effort to "train for a purpose", an emphasis of Gen. Perna.
Functional Applicable Supervisory Training are monthly one-hour targeted sessions that are organically facilitated and focus on topics identified in the 2017 supervisory survey as well as topics identified through FAST sessions surveys. Eighty-eight percent of FAST participants claim that the information they receive through this venue has filled a skill gap.
Train, Retain, Acculturate, Collaborate, and Knowledge Share Meets are a direct output of the Leader Assessment Tool. TRACK Meets are offered quarterly and focus on leadership skills such as setting clear priorities, effective delegation, successful coaching, and motivating others. TRACK Meets are vendor-facilitated off-site sessions. However, all TRACK participants are encouraged to attend a one-hour follow up experiential workshop that is facilitated by one of their peers approximately two weeks after the session. The experiential workshops allow TRACK participants the opportunity to collaborate on the tools they received during the TRACK Meet as well as share best practices on the identified topic amongst their peers.
Over the last four fiscal years, JMC has reduced its hiring timelines from 110 days to 75 days. JMC is dedicated to reducing the hiring time frame further to 60 days from start to finish. In order to accomplish this goal, JMC has outlined stringent hiring timelines such as holding managers accountable for submitting vacancies for approval to fill within three days of being informed of the vacancy and making selections within 12 days of receipt of the referral list. JMC recently facilitated a supervisory training session on recruitment options and hiring timeframes to engage hiring officials on the process and the encourage partnership in meeting this goal. JMC's number one resource is its people and the goal remains to ensure we hire the right people.
Institutionalizing the JMC HCSP has required the commitment and engagement of senior leaders, managers, supervisors, and employees as a team, to ensure it provides the Joint Force with ready, reliable, and lethal munitions at the speed of war to sustain global readiness. Joint Munitions Command produces small-, medium- and large-caliber ammunition items for the Department of Defense and is the logistics integrator for the life-cycle management of ammunition.
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