Human capital strategy needed to ensure future readiness

By Mr. Larry D Mccaskill (Army Contracting Command)December 11, 2014

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Incorporating objectives and metrics, Army Contracting Command officials are addressing organizational workforce requirements for the future.

"The goal of the ACC human capital strategy is to provide a single, overarching flexible strategic guide for our managers, workforce and customers that incorporates key human capital objectives, metrics and way ahead for ACC," said Michael Hutchison, ACC deputy to the commanding general. "These metrics and touch points will be designed to help identify and align organizational and workforce requirements now and into the future."

Hutchison said the command is soliciting employees across the command to be a part of an integrated planning team and provide input to the human capital strategy.

"My intent is to have this group of individuals that are positive and forward thinking to provide input from their functional and individual perspective to ensure we capture the diversity of the individuals and our mission and to have a relevant document that is unique to ACC," he said.

David Brock, chief, Talent Management Division, ACC Human Capital G-1, said the command wants to ensure the end result is applicable to the entire ACC.

"We need a plan to see where we are doing well, to identify and mitigate any areas that may prevent successful mission execution, as well as benchmark and measure the impact of our programs, policies and training. If we want to be the best at what we do while sustaining and improving our workforce, knowledge and culture, we need to know where we are going and measure our progress. The human capital plan will help us to develop and measure our progress."

Officials say a key aspect of the plan is the inclusion of work-life balancing features.

"We are looking at ways to make the command a more worker-friendly environment by reviewing quality of life processes and programs that can be instituted or enhanced," Hutchison said. "Things like a better wellness program or an increase in teleworking may help the command become a great place to work. Liking where you work is one key to retention and retention is a big part of the plan.

Brock said as resources become tighter and individuals retire, the command brings in new people and technology changes. He said the command needs to have a strategic plan that helps to align its mission, identify gaps in training and skill sets that help keep ACC in the forefront and relevant to its customers.

According to Brock, the Office of Personnel Management has established the Human Capital Assessment and Accountability Framework that focuses on five human capital systems and their expected results: strategic alignment, leadership and knowledge management, results-oriented performance culture, talent management and accountability.

"The end state is to have a comprehensive human capital plan that incorporates all programs and policies that impact an individual's time in ACC from recruitment to training and development and retention," he said. "This will take some time. We expect to have a final plan and begin implementation within the year and will keep the workforce updated periodically on the progress. "

Hutchison said the effort is a way of fine tuning current personnel plans and action.

"While the Human Capital Strategic Plan may be new in name, many of the programs are already in place to support the workforce," Hutchison said. "This undertaking will help us realign and refocus the programs we already have and identify any gaps in support that are relevant and supportive of the mission and workforce needs."