ARMY AL&T
“We’re a creative organization, so we want diversity of thought, and diversity of thought comes from a
diverse workforce.”
explained. “So, we’ve got a real concerted effort now to collect metrics to make sure we’re keeping our eye on that, because that will really then take us from this pilot phase to the ultimate phase, which is, adopting this as just the way we do things in phase three.”
SOMETHING TO TALK ABOUT Word has gotten out about this pilot—and people have questions. “One of the things we learned up front is you cannot over- communicate with your own workforce,” Willison said. “In this time of uncertainly, you cannot keep them informed enough, you cannot over-communicate. So that communication, naturally, does not stay within our organization.”
DEVCOM’s Future of Work Concept has been covered widely in government news circles. Tere are podcasts, articles, videos and social media content across the inter- net featuring Willison’s confident and positive explanations of the initiative.
One question he hears frequently—“How are you doing this?” Willison said the answer is both simple and unexpected. “My own boss has asked this, Gen. Murray has asked this, other people have
BEST IN A LABORATORY
Soldiers and scientists observe autonomous ground vehicle tests at the DEVCOM ARL Research Robotics Collaboration Campus in Graces Quarters, Maryland. Some jobs, like those at DEVCOM ARL, cannot be performed safely at home. DEVCOM is taking those conditions into account with its future-of-work concept. (Photo by Neil Adams, Army Research Laboratory)
asked this, and they’re surprised with the answer when I tell them we’ve been able to do all of this within existing policy, within existing regulations,” Willison said. “We’re not breaking any rules. It’s kind of remark- able if you think about that. Tat means a lot of these flexibilities existed for a while and just weren’t really employed to the extent they are now.”
Trough his conversations with other government agencies, Willison said he has seen an array of different approaches. “You
see a lot of organizations that want to put that range of acceptable practices—they want to define that [to be] a little bit more constrained and say ‘you’ve got to be in the office at least two days a week,’ which I’ve seen from some people. If that works for you, that works for you. We just couldn’t figure out however to put those rules out and not be leaving out someone who could be even more productive in another way.”
For Willison and DEVCOM, it all comes down to flexibility and a willingness to
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