WORKFORCE
USAASC, with 6,500 employees around the world, is consid- ered a subcomponent and, according to Gonzalez, “in the blue,” meaning above median. “We did well in several areas,” which, he said, translates to above average for the Army and above aver- age for the federal government.
“Not only are we in the top five in the Army; we did even better than some NASA [National Aeronautics and Space Administra- tion] organizations.” Gonzalez added that NASA has been the No. 1 place to work in the federal government for 12 years in a row. So, he said, he’s happy with our progress so far.
his office to figure out where the push point is if there is conflict- ing data. For example, he said, “if both surveys say we need to improve [employee] recognition, we probably need to improve recognition. If one says recognition is great, and one says we need to improve it, well let’s see if it’s a civilian problem or military problem we need to dive into. Te advantage of two different surveys really helps validate one another and we know if they both say it’s a problem, it’s a problem and we’re going to fix it.”
Historically, he said, USAASC does not have a high employment turnover. “People get promoted, people get selected for programs
“I’m proud that our employees feel supported and empowered in their professional journeys.”
“We [at the IDEA Office] take the results, evaluate them and do a deeper dive,” he said. “We look at the PEOs. Where can we move the needle to improve things? Now you’re doing great over here, but you seem to drop the ball down here. How do we improve communication? How do we improve collaboration? We’ve got all the data for the best places to work in the federal government so what we look at is actually part of a much bigger survey. We’re looking at all the aspects, not just how great of a place it is to work.”
Gonzalez said the FEVS was distributed to Army civilian employees (not military personnel or contractors); he’s hoping for a higher response in 2024, which would give his office more data to work with and a better idea of how to improve things. “USAASC is a wonderful organization where people are engaged and dedicated to the mission. People like their jobs.” He said this is important since we (acquisitions) aren’t the point of the spear, we are the people who develop and purchase the spear. “Without the acquisition community there would be no weapons. Tere would be no equipment. Tere would be nothing for the people to use. Our organization, the PEOs, are the ones developing the next generation of all the equipment our folks are using.”
CONCLUSION Gonzalez said the IDEA office is currently working on another survey called the Defense Equal Opportunity Climate Survey, which includes all 6,500 USAASC employees—both military and civilian personnel. A comparison of both surveys will allow
https://
asc.ar my.mil 75
and move on to bigger and better things, but typically they do not leave for more money, only a better situation. We’ve got some people who have been here for 30 to 40 years. Tey like the orga- nization and that’s doing something right if they stick around.”
For more information, go to
https://asc.army.mil.
CHERYL MARINO provides contract support to the U.S. Army Acquisition Support Center at Fort Belvoir, Virginia, as a writer and editor for Army AL&T magazine and TMGL, LLC. Prior to USAASC, she served as a technical report editor at the Combat Capabilities Development Command Center at Picatinny Arsenal for five years. She holds a B.A. in communications from Seton Hall University and has more than 25 years of writing and editing experience in both the government and private sectors.
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