from centrally selected boards
is posi-
tive. Just as importantly, our workforce appears to be understanding the process well, including their ability to better understand their own potential. Tis is important, especially as we begin the process this year of formal SRPEs for our larger population of associates at the NH- III level. We have to make sure to use the tools in a way that continues to enhance the way our team members, supervi- sors and those beyond our organization understand potential and possibility.
BUILDING POTENTIAL
The author updates the PEO CS&CSS workforce on SRPEs, their implementation and benefits during a town hall meeting in March at U.S. Army Garrison – Detroit Arsenal in Warren, Michigan. As the program executive officer, Davis initiated a communication campaign to ensure a clear understanding of the SRPE as a vital tool that helps provide civilian employees, leaders and future selection boards with an accurate, clear and consistent picture of employee potential. (Photo by Rae Higgins, PEO CS&CSS Strategic Communications)
Fundamentally, understanding is about communicating, and when it comes to developing our people, that conversation should never end. Talking about goals, potential and opportunities must occur not just at SRPE time, but rather as part of an ongoing, everyday activity. Our people and our Army will be stronger as a result.
organization’s leadership would treat them fairly, too few of our team mem- bers responded positively, and even fewer thought their leadership would represent their best interests or support their career advancement.
Ever since, we’ve made fairness, consis- tency and transparency major themes of every change we’ve made in the area of human capital, including SRPEs. I’m pleased that two years later, our climate results showed approximately an 8 per- cent
improvement across our O-6-led project management offices.
In the case of the SRPEs, many of our associates and their supervisors had to learn what a SRPE was and how it fit into their development activities, and our approach to consolidated SRPE management
took some getting used
to. We initiated a deliberate communi- cation campaign, beginning with our
supervisors, to ensure a clear understand- ing of not only what we were doing but why. We first briefed all leaders at the O-6 level, followed by a supervisory all-hands meeting, a discussion on SRPEs during organizational town halls and direct mes- sages to the workforce from me.
I also wanted to position our supervisors for success, so our human capital and communications teams devised a specific guide to shape each SRPE review session. Not every supervisor needed the assis- tance, but developing our supervisors is no less important than developing the people they supervise. Giving supervi- sors standard questions to ask improves individual IDP and SRPE reviews, and helps embed consistency throughout our development cycle.
CONCLUSION We’re only in our second year with this process, but so far, anecdotal feedback
For more information, contact Liesel Folden, PEO CS&CSS’ workforce development lead for human capital and assistant PEO for strategic management, at
liesel.a.folden.
civ@mail.mil. To read Spisak’s column on the importance of SRPEs, “Tough Choices, Powerful Tool,” go to the April - June issue of Army AL&T at
http://usaasc.armyalt. com/#folio=132.
MR. SCOTT J. DAVIS is the program
executive officer for combat support and combat service support. He holds an M.S. in industrial
engineering from Wayne
State University and a B.S. in mechanical engineering from Michigan Technological University. He served in the U.S. Army Reserve for 30 years, retiring at the rank of colonel in May 2015. He was selected for the Senior Executive Service in 2005. A member of the Army Acquisition Corps, he holds Level III certifications in program management and engineering.
ASC.ARMY.MIL 109
WORKFORCE
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162
