A NEW VISION FOR ARMY HUMAN RESOURCES
of people move at the same time because of assignment sched- ules, which also means a lot of awards and closeout evaluations, changes to pay and allowances based on locality, and other neces- sary services.
FOCUSING ON CUSTOMER EXPERIENCE When people think of Soldiers, the term “customer” is not one that immediately comes to mind, nor do people think of orga- nizations like HRC having or needing a business model or value proposition. HRC has simply been the function that hosts promotion boards, publishes orders and matches Soldiers to orga- nizational requirements. All those processes are transactional and fairly impersonal, at least on the side of the Army.
From the Soldier’s perspective, sending documents to a group email address where they seem to disappear into a void, and following up with multiple telephone calls trying to find the right person to talk to, is deeply frustrating. Te lack of a personal connection, when the Soldier may be dealing with a personnel action that results in not being paid or losing access to benefits, is extremely stressful, and impersonal service only exacerbates the situation. A more personal approach is a must-have for a service
organization that impacts the lives of current and former Soldiers, civilians and their families.
Putting the customer first is at the heart of HRC’s transfor- mation and reorganization. Te command reorganization will flatten decision-making processes to better enable communica- tion by merging branches with similar functions. Leaders will streamline authority by ensuring that decisions and actions are at the right level. To help determine what “right” looks like, the command is implementing a suite of tools to map and measure workflows, collect data and set standards for service.
HRC’s services feel fragmented and disjointed, with inconsistent outcomes and performance, largely because the command does not have a means to see interactions or to measure and compare performance. Service interactions have a tremendous impact on retention and recruiting because of the trust they create or destroy—this inconsistency erodes trust.
Currently there are no set service standards that govern the length of time it takes to process specific personnel actions, like a retirement, for example. Tis process is largely opaque to the service member and to offices within the command. Implement- ing service standards will reduce uncertainty for the customer and alert the command when problems require intervention.
HRC is working with teams of experts, both internally and through industry partners, to equip its teams with a framework that provides defined expectations and standards. By adding workflow automation that is low-code or no-code, the command can create dashboards and process maps to expedite processes.
READY, SET, GO
U.S. Army Adjutant General Brig. Gen. Gregory Johnson meets with key leaders of the IPPS-A program to discuss upcoming release events and issues on Dec. 1, 2022, in Arlington, Virginia. IPPS-A is a foundational part of the command’s planned modernization. (Photo by Ashley Hayes, IPPS-A)
Early stage automations might be as simple as auto-filling portions of staffing forms—for example, when the command receives a request, existing data are pulled from the appropriate sources, and internal hierarchies notify appropriate decision-makers for digital signatures—or as complex as improving website capability over legacy call centers. Examples include self-service chat functions, bots and disseminating directions to personnel through Micro- soft Teams. Automation also allows for easy data collection on the time-to-response and time-to-resolution of cases that enter HRC’s system and provide methods to make the process visible to customers and the command.
BUILDING ON IPPS-A Transforming into a more analytic, predictive and customer- focused organization requires tools, technology, large amounts of data and skilled analytic teams. HRC is building on IPPS-A
50 Army AL&T Magazine Spring 2023
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