Tis research pinpointed four main sub- jects that all new employees needed to know, regardless of position title, series or JMC assignment location. Te topics were onboarding and acculturation; JMC 100-series; the language of ammunition; and common competencies. Within each main subject area, the AMPED program managers developed curriculum based on employee and supervisor feedback.
Onboarding and acculturation includes personnel policies, career management, workforce dignity and respect, personal image, business etiquette and how to be a cyberwarrior. Te JMC 100-Series cov- ers topics such as how JMC runs, lines of operation and core mission competen- cies, while the language of ammunition covers the life cycle and purpose of JMC commodities, from small-caliber bullets to large bombs. Te final main subject covers competencies common to most workplaces: leader development, profes- sional writing, staffing, team building, time management, conflict resolution and presentation skills.
Te AMPED program is held semiannu- ally, with classroom training half-days on Monday through Tursday for several weeks. Te curriculum also includes travel
to two JMC subordinate installations: a government-owned, facility
contractor- operated and a government-owned,
government- operated facility. Te part- time class schedule allows new employees the time for onboarding training while still having enough time to be integrated with their respective teams and apply their new knowledge. AMPED classes can accom- modate up to 25 students, which provides opportunities for effective group exercises and increased student engagement.
AMPED program managers are ana- lyzing the program and constructing a new version of AMPED, to be released this fall, that will be exportable to sub- ordinate installations across enterprise.
the JMC
New JMC employees say they have found AMPED to be a refreshing change from the typical onboarding programs in place at other government civilian jobs. “Having transferred from a differ- ent command, I was blown away by how well-organized and passionate the facili- tators were when discussing each and every topic,” said Joseph Klunder, JMC execution inventory manager, who com- pleted the AMPED program in 2016.
REFINING THE AMPED EXPERIENCE FOR EVERYONE AMPED program managers
strive for
continuous improvement through the use of
feedback and suggestions col-
lected from surveys, after-action reviews and other forms of communication. Te AMPED program relies heavily on qual- itative and quantitative questions posed in program surveys that are collected at the conclusion of each module. Tus far, 111 new JMC employees have graduated from the AMPED program, and 97 per- cent gave the program a positive rating.
For AMPED program managers, the biggest lesson learned is to remain flex- ible. Each cohort includes a variety of personal, professional and military back- grounds, so it is important to canvass the audience before each session and adjust the course curriculum if necessary. For example, a cohort with more military experience might not need to spend as much time on military “greening” as a cohort
in which very few participants have a military background.
“New employees leave AMPED with a much better understanding of their expectations and with much more confidence and trust in the organization.”
Also, supervisor endorsement of the pro- gram is imperative. New employees need to commit to attending and participat- ing in the entire program in order for it to have optimum benefit. Supervisors should encourage full attendance and work with employees to maintain a man- ageable workload during that time. Each new employee is also assigned a sponsor, typically a teammate who assists the new employee with issues such as orientation to the team. Sponsors of new employ- ees should also stay in touch with the new employees throughout the program to gauge its effectiveness and receive employee feedback.
Another AMPED best practice is to strategically incorporate site visits, hands- on activities
and games, in addition
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