WORKFORCE DEVELOPMENT
effective knowledge transfer throughout the organization. Tis provides a place for knowledge transfer and collaboration across the organization.
An additional effort executed by the LOE 2 team is the interpersonal skills initia- tive. Te intent is to engage PM CCS staff through interactive discussion. Te team provided the workforce the opportunity to view videos of senior leaders discuss- ing various communication topics. Tis effort enhanced collaboration across the organization by reinforcing effective communication. Te videos were fun and lighthearted, yet engaging and informa- tive. In the future, the LOE 2 team plans to develop interactive events focused on the areas of problem-solving, decision- making, active listening, teamwork and conflict resolution.
Another team, LOE 3, focused on process, identifying current acquisition and busi- ness processes across the organization with an intent to document, improve, stream- line and make more efficient. One of the many efforts that the LOE 3 team executes is enhancing workforce development. Tis includes the development of functional toolkits which benefit the workforce by providing new and current employees the knowledge of the organization’s unique roles and responsible for all mission critical and support functional areas. For example, a new project officer will be supplied with the “program officer” toolkit. Tis includes all relevant training outlets, advancement opportunities, points of contact, and all functional processes and standard operat- ing procedures used for that job function as well as those unique PM CCS cultural defined best practices. Tese toolkits are valuable to a new employee adapting into the organization as well as current employees. Tey are periodically updated to stay relevant and are made available on our organization’s share drive as well as
SUCCESS THROUGH TEAMWORK
Creating an environment that provides opportunities, the necessary tools to succeed and emphasizes team building contributes to the overall success of the PM CCS workforce. (Graphic by Diane Fee, PM CCS, Bowhead)
distributed in our new employee welcome package.
ABOVE AND BEYOND PM CCS actively encourages employ- ees to be involved in mentoring, both as protégé and mentor. As part of LOE 2, a mentoring program was established. Tis was quickly adopted by the JPEO A&A’s Talent Management Office. Te mentor- ing program matches mentors and protégés through a more formal relationship. Te mission for the JPEO A&A Mentoring Program is to provide a forum for the continual development of talent within all levels of the organization through junior-senior employee partnerships. Tis program is a symbiotic relationship offered to allow personnel an opportunity to learn from and ask questions of experienced
teammates regarding career decisions, technical skills and competencies, train- ing, job opportunities and leadership.
Currently there are 123 participants (53 mentors, 70 mentees) in the mentoring program across JPEO A&A, of which 30% are from PM CCS. In addition, the workforce is encouraged to participate in other workshops and training events that enhance development, such as Frank- lin Covey’s 5 Choices to Extraordinary Productivity, a Getting Mentoring Going workshop and mentoring overview train- ing, among others.
Another facet of developing the workforce is leadership development, which focuses on training and knowledge sharing. An example of this is PM CCS’s Leadership
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