JMC employees Jim Seward, business transformation analyst; Kela Ganzer, human resources specialist; Sarah Lawlor, human resources specialist; and Ben Jackson, program manager, meet to discuss JMC’s Human Capital Strategic Plan, which is being updated to ensure success at each stage of its employees’ careers.  (U.S. Army photo by Shawn Eldridge).
JMC employees Jim Seward, business transformation analyst; Kela Ganzer, human resources specialist; Sarah Lawlor, human resources specialist; and Ben Jackson, program manager, meet to discuss JMC’s Human Capital Strategic Plan, which is being updated to ensure success at each stage of its employees’ careers. (U.S. Army photo by Shawn Eldridge). (Photo Credit: U.S. Army) VIEW ORIGINAL

The Joint Munitions Command is currently updating its Human Capital Strategic Plan for the fiscal years 2022-2028, and in order to achieve its vision of evolving talent management and ensuring employees see themselves in the plan, JMC is incorporating the Army People Strategy’s main line of efforts in the life cycle of its talented workforce: acquire, develop, employ, and retain.

The plan will include its priority mission objectives of people, readiness, and modernization, with a focus on mentorship and professional development.

The plan is envisioned as a roadmap to success at each stage of the employee life cycle and efforts are being synchronized by the Human Resources directorate and staff at JMC’s 17 depots and installations.

“People are our number one priority,” said Brig. Gen. Gavin J. Gardner, JMC commander, in a recent employee town hall. “Updating our Human Capital Strategic Plan is all about getting and retaining talent.”

For example, human resources plans to continue to acquire a talented and diverse workforce by incorporating strategic workforce planning and outreach that targets diversity and inclusion. To build a ready and professional future force, JMC will seek to hire those whose education and experience is strategically aligned with ammunition expertise.

In addition, leadership will strive to mentor and provide professional development opportunities to the current workforce.  And, to integrate and empower the workforce, leadership will enhance readiness and resiliency programs and employee recognitions.

JMC is taking a synchronized approach for the HCSP update to include input received from a Project Inclusion SWOT (strengths, weaknesses, opportunities, and threats) analysis that involved the entire enterprise. That information will assist with updating the new plan and will help JMC reach its future goals as a cohesive team.

The new Human Capital Strategic Plan will launch later this year and will be the foundation JMC uses to establish initiatives that are aligned to its culture and purpose.

The command continues to face challenging times, but with the right people who are talented, disciplined, competent, and professional, it will continue to embrace change and maintain a standard of workforce excellence.

JMC produces small-, medium- and large-caliber ammunition items for the Department of Defense, is the logistics integrator for life-cycle management of ammunition, and provides a global presence of technical support to U.S. combat units wherever they are stationed or deployed. JMC’s logistics operation is unique to the Department of Defense and its industrial base is an important asset in supporting the Warfighter.