JMC Embracing New Army Talent Management Efforts

In accordance with the Army’s people strategy, the Joint Munitions Command is leading the way to acquire, develop, employ, and retain people. Talent management is a critical piece in ensuring the RIGHT people with the RIGHT skills are in place to achieve total Army readiness.

“JMC’s lines of effort continue to focus on Soldier, Civilian and Family readiness strategic objectives. We are committed to talent management and the Army people strategy’s four strategic outcomes of a ready, professional, diverse, and integrated force that is fully equipped to meet the current and emerging Army missions. We are committed to taking care of people,” said Norbert Herrera, deputy chief of staff for Human Resources.

G1 is currently developing the FY21 training strategy to include three core areas of effort to further cultivate our talent: develop world-class leaders, project inclusion, and build the future force.

In developing world-class leaders, G1 plans to offer employees a variety of mentoring opportunities. Employees will develop mentoring relationships with JMC senior leaders and gain knowledge on how to obtain personal career goals and become world-class leaders. We have also developed an aspiring leaders program for our GS-12/13s. This is a year-long course giving the opportunity for employees to participate in personal self-assessments, stakeholder feedback, one-on-one and small group coaching, and leadership skill development webinars.  G-1 will also offer monthly Functional Applicable Supervisory Training (FAST) sessions on new initiatives and topics to improve identified skill gaps and quarterly supervisory training on a variety of leadership development topics. “All of these opportunities assist in ensuring our current workforce can meet the challenges of the future,” said Lindsay Dowell, Personnel Development & Policy Division team lead.

JMC also recently stood up an integrated planning team to ensure JMC is aligned with Army’s Project Inclusion. JMC is committed to conducting a thorough self-assessment of the workplace, and policies and procedures to ensure we are fostering and building a culture of trust and inclusion, where all employees are equally afforded an opportunity to develop and reach their goals with leadership support.

To build the future force, JMC continues to hire and onboard a diverse and professional workforce, ensuring all employees have training plans and individual development plans in place. In order to build the future force, we will evaluate the readiness of our workforce, identify skill gaps, and implement knowledge transfer plans.

“As an organization, we are deliberate in the approach to developing each team member in a holistic approach, which fosters a culture of inclusion and commitment that generates innovation. We will continue to nest under the Army’s people strategy to develop people that are ready, professional, diverse, and integrated.” said Jennifer Mehmert, chief Personnel Development & Policy Division.