A FLEXIBLE PATH
Managing a human system—especially one as large as the acquisition workforce—is challenging. That makes the HCSP’s clearly defined goals, periodic reassessments and strategic nature even more essential. (Image by USAASC/akindo/iStock)
community that built the HCSP rec- ognized
that communication and
collaboration was so important that it needed to be a stand-alone goal. It’s important to recognize that these are foundational activities,
things that we
must do really well at all times. Tat’s the only way to determine that we as a community are all on the same page and understand who’s responsible for what, where to get resources in particular areas and how to attack those problems together. It synchronizes the efforts of the entire community to make sure that we succeed.
One of my pet peeves is strategic plan- ning documents that don’t have an accompanying action plan. Our HCSP
contains a detailed implementation plan. It includes not only specific objectives, but also metrics to determine whether we’re achieving our desired goals. It’s important to recognize that the HCSP is a starting point: Tis is what we think we can accomplish and this is how we’ll know whether we have succeeded. But it’s a living document as well. We won’t just wait a year, check the data and say that we’ve reached our goal, or that we haven’t reached our goal and just keep going. We’re also doing periodic assessments of whether our metrics are the right metrics. It’s a constant analysis and evaluation.
We’ll learn more over time. Sometimes it’s difficult to come up with good met- rics. I’m a true believer in having them
mean something. I don’t like being the guy who grades his own paper and then decides to set the bar really low so I get As all the time. You need to determine what the target should be. And sometimes it includes activities that are outside your span of control, and yet you’re going to try to influence those, and you’re going to try to achieve success in those areas. If you don’t reach your target, all that tells you is there’s more work to be done.
It’s OK to be making progress toward a lofty goal and recognize that we’re not there yet. What’s important is that prog- ress is being made. Are we doing better at an increasing rate? Are we getting closer to our goal even if we haven’t hit that first threshold mark?
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WORKFORCE
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