ENERGIZING EMPLOYEES
to traditional classroom briefings and small-group discussions, throughout the program as both a check on learning and a relationship-building tool. Hands-on activities help engage employees and give them opportunities to better understand and apply the information that was taught.
AMPED program managers recognize that each employee learns best in a differ- ent way, and AMPED has been designed to accommodate various modes of learn- ing. Te goal is to provide foundational knowledge through an informative, com- fortable and fun environment. Instructors facilitate games such
as
sports that tie in with the season the class is held, and scavenger hunts through- out the JMC building. All games and exercises reinforce learning and provide team-building, relationship-building and networking opportunities.
Te site visits allow students to see and experience the JMC core competencies of production, storage, distribution and demilitarization that were studied in the classroom setting. Incorporating fun checks on learning into the curriculum has paid dividends: In post-program sur- veys, students rave about their AMPED experiences and frequently name these nontraditional methods of instruction as their favorite parts of the program.
JUST THE BEGINNING OF CAREER DEVELOPMENT One benefit of the vigorous train- ing program is
increased professional
development and engagement for both new employees and their established co- workers. AMPED has encouraged a culture of continuous learning and knowledge sharing at JMC. Senior lead- ers,
supervisors, sponsors, mentors,
co-workers, peers and human resource professionals have volunteered to develop and instruct classes, conduct learning
136
reinforcement activities and provide ave- nues for new employees to get to know the organization’s leaders and experts.
“Jeopardy!,”
Te positive results are a strong motiva- tor to pitch in, said Jim Seward, a JMC business transformation analyst who is also an AMPED instructor. “Te pro- gram focuses on showing all employees where they fit into the enterprise mission and emphasizes to new employees how they are integrated into the organization.” Whereas onboarding training in general tends to focus on one specific area with- out making the important connections among all parties, Seward noted, “new employees leave AMPED with a much better understanding of
their expecta-
tions and with much more confidence and trust in the organization.”
AMPED graduates have approached
the program managers to inquire about opportunities to facilitate future classes, expressing a desire to “pay it forward” by offering the same expertise and passion AMPED facilitators showed them dur- ing their onboarding to welcome new employees to JMC.
“New and old employees alike will ben- efit from the AMPED program,” said information technology specialist Joshua Tompson, an AMPED graduate who’s now a facilitator. “First off, the network- ing alone from meeting new people is a great benefit, as is going to the various mission areas and site location visits to learn more about the JMC core com- petencies. I also got to speak in front of the class as a facilitator during the next session and help new employees identify more with the JMC cybersecurity mis- sion. Te experience from both sides was rewarding.”
Te program’s emphasis on team build- ing and networking has led to lasting
Cohort IV graduated from AMPED in March 2016, and its members, including Michelle Wells, still hold a monthly after- work social. “Tere was a positive and fun learning environment. Because of that, a number of us have kept up friendships over the last year. Tose friendships also help at work: As a new employee, I know people in sections that normally I might not have met,” said Wells, a JMC logistics management specialist.
relationships. Many fostered
cohorts still get
together inside and outside of work to maintain the relationships and cama- raderie
during onboarding.
“AMPED was an invaluable experience that provided a
strong foundation of
knowledge. It helped me understand my role in the organization and how I con- tribute to the larger mission,” said Sudan Abdur- Rahman, a general engineer who completed the program in 2016. “In addition, as a new employee who is not local to the JMC geographical area, the AMPED program provided me with a networking forum to build relationships and friendships that have carried outside of the work environment.”
Thus far, 111 new JMC employees have graduated from the AMPED program, and 97 percent gave the program a positive rating.
Army AL&T Magazine July-September 2017
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