Future Workforce
FUTURE WORKFORCE
The DoD Logistics Human Capital Strategy
by Christopher Blodgett, Carol Conrad and Bill Kobren
The Department of Defense logistics work force exists to deliver agile, timely, precise and cost-effective support to the warfighter, ensuring readiness and sustainability for the active, Guard, and Reserve soldiers, sailors, Marines, and airmen, and the government civilians and industry partners who support the armed forces across the spectrum of military operations. While its mission and purpose are constant, the logistics workforce, numbering approximately 1 million, faces a perpetually evolving strategic environment. As the world changes rapidly, profoundly, and in every dimension—social, economic, and political—the logistics work force needs to continuously evolve and operate in a way that optimizes the human capital of the entire enterprise rather than individual parts.
The DoD logistics work force comprises four work force categories: supply management, deployment/distribution/transportation, life cycle logistics and maintenance support.
It is imperative that the logistics work force align its human capital with transformed warfighting, modernized weapons systems, business rules, emerging enterprise management systems and executive- level strategic goals. The community should also be grounded in teamwork and collaboration; ultimately, all logisticians across the enterprise will view one another as partners and contributors willing to support each other to achieve mission accomplishment.
The DoD Logistics Human Capital Strategy (HCS) supports these goals and fulfills the requirements and objectives of the President’s Management Agenda, the Quadrennial Defense Review, the DoD Civilian Human Capital Strategic Plan, and the AT&L Human Capital Strategic Plan. It has been developed to serve as a valuable resource for the services’, agencies’ and COCOMs’ logistics human capital efforts. It provides a clear vision that establishes the foundation for the future logistics work force, culture, and human resources practices.
DOD LOGISTICS HCS VISION, OVERVIEW AND PILLARS
The DoD Logistics HCS vision is an integrated, agile, and high-performing future work force of multi-faceted, interchangeable logisticians that succeed in a joint operating environment. Six elements will contribute to success: logistics competencies and proficiencies; logistics career roadmap; logistics competency development framework (LCDF); education, training and developmental assignments; certificate/certification program; and executive steering group (ESG).
The bedrock of the HCS vision is competency- based management of the DoD’s logistics work force, manifest in the creation of a logistics career roadmap with a common lexicon and set of core logistics competencies and proficiencies. The LCDF will operationalize the roadmap to provide the future logistics workforce with the right mix of function-specific subject matter experts and multi-faceted enterprise logisticians.
ACHIEVING THE RIGHT MIX OF “I,” “T,” AND “E” LOGISTICIANS
Ultimately, the career roadmap and LCDF are designed to achieve the right mix of function-specific subject matter experts and multi-faceted enterprise logisticians. Historically, the logistics population was predominantly comprised of personnel possessing a deep level of knowledge in one specific area demonstrated by a narrow range of expertise within one function field; these personnel are classified as “I” people. As careers progressed, some logisticians expanded their knowledge of logistics to include a second or third functional field; those with this expanded knowledge are known as “T” people illustrating they possess broader knowledge with depth in some, but not all, logistics fields. Multifaceted logisticians with expertise in many segments and knowledge of the end-to-end logistics process are designated “enterprise” logisticians; the enterprise logistician or “E” person goes beyond the “I” and the “T” people. The future logistics environment necessitates a DoD logistics work force comprising all three types of people; as depicted in Figure X (Enterprise Logistician. png), however, the most significant growth in the coming years will be in both “T-” and “E-”type logisticians.
PILLAR 1: LOGISTICS COMPETENCIES AND PROFICIENCIES
Populating the logistics career development framework (LCDF) and developing logistics roadmaps involves identification, definition and validation of technical competencies and proficiencies for the logistics workforce. The identification of logistics technical competencies implements a DoD logistics community common lexicon.
COMPETENCIES
A competency is defined by the Office of Personnel Management (OPM) as a measurable pattern of knowledge, skill, abilities, behaviors and other characteristics that are needed to successfully perform work-related tasks. Competencies are developed, attained and sustained through training, rotational and developmental assignments, experience (both professional and personal), education and self development. Attainment of a certain level of competency is assessed based on demonstrated abilities to apply the competency in different situations and/or circumstances. Attainment is not based just on performance in a role over time, nor is it tied to grade or rank.
Three types of competencies have been identified and defined:
* Workforce category technical competencies, of which there are 15, describe logistics work specific to each of the four identified work force categories. Work force category technical competencies are defined and assessed from level 1 to level 5, with level 1 reflecting an entry-level capability and level 5 reflecting enterprise-wide recognized subject matter expertise.
* Fundamental competencies, of which there are six, describe fundamental skills and abilities necessary for all logistics personnel, regardless of specific workforce category. Fundamental competencies are defined by OPM and assessed at three levels: foundation, experienced and advanced.
* Leadership and management competencies, of which there are 25, describe skills and abilities required by logistics leaders and managers. Defined by OPM with input from DoD, these competencies are assessed at three levels: foundation, experienced and advanced.
PROFICIENCIES—THE BUILDING BLOCKS OF COMPETENCIES
To define the 15 technical competencies at five levels of capability, logistics subject SMEs identified hundreds of proficiencies. Each proficiency provides a description of the demonstration of attaining and sustaining a competency through increasing levels of relevant, timely and applicable experiences. The proficiencies offer guidance as to the work, skills, knowledge and abilities necessary to be competent across a career. The proficiencies depict the growth of a competency across five levels.
COMMON LEXICON
Identification of competencies results in a common lexicon across the logistics work force supporting the tenets of logistics workforce development. This enables more rapid and efficient ramp up when teams from multiple services, agencies, and/or COCOMs must be brought together in a joint environment. While individual experiences will differ, all staff will share a common understanding and be able to communicate effectively when the boots hit the ground.
HCS PILLAR 2: CAREER ROADMAP
The DoD Logistics HCS provides a career roadmap for logisticians across the services and agencies to progress from entry level through senior leadership. Competencies are arranged in a progression from individual focus to organizational focus; as logisticians advance through the five competency levels, some are expected to have an increasingly broad, enterprisewide perspective as well as joint experience. The LCDF provides a clear framework for presentation of this information, allowing individuals to see where they are on the continuum and what is expected of them to demonstrate the next level. From this, individuals can proactively manage their professional development.
PILLAR 3: LOGISTICS CAREER
DEVELOPMENT FRAMEWORK The LCDF is a structured management framework of processes, tools, and strategic guidance used to enable the education, training and development of the logistics workforce. In short, the LCDF provides a repository for the developed competencies and provides the framework for career roadmaps, so employees and leadership can manage and assess professional development. The LCDF facilitates professional development, and enterprisewide work force management.
PROFESSIONAL DEVELOPMENT
Career planning can be an overwhelming task. The LCDF and the career roadmaps will provide guidance as logisticians plan their careers within DoD. Together, the LCDF and career roadmaps will allow the logistician to see how far he/she has come, what is required in his/her current assignment, and what is necessary to succeed in the future. Rather than time in grade, an individual’s progression involves the documentation of relevant training, education and demonstration of competencies. Staff can assume greater responsibility for career development by following the flexible roadmaps according to their strengths, needs and available positions. Moreover, the roadmaps provide leadership a mechanism to more effectively act in the capacity of mentor by providing a clear basis and focus for coaching.
ENTERPRISEWIDE WORK FORCE MANAGEMENT
The LCDF creates a single approach to logistics professional development across the services, agencies and COCOMs. It provides a tool for the planning and evaluation of professional development.
PILLAR 4: EDUCATION, TRAINING AND DEVELOPMENTAL ASSIGNMENTS
Development of enterprise logistician competencies is supported by education, training and developmental assignments. Work has already begun to identify education and training necessary to support the creation of enterprise logisticians. This involves analysis and reconciliation of existing resources within the services, agencies, COCOMs and academic and industry partners. Where redundancy exists, education and training resources can be combined or leveraged to increase efficiency and promote logistics integration across the enterprise. Where existing programs are insufficient to prepare for future needs, education and training must be developed and adequately resourced to ensure the logistics work force today is given the tools necessary to succeed in the future.
PILLAR 5: CERTIFICATE/CERTIFICATION PROGRAM
A DoD-specific certificate/certification program will support the LCDF by providing a program of recognition that defines levels of professionalism over the course of an individual’s career. Certificate/certification is a step beyond the assessment process and carries an added degree of significance. Individuals who elect to pursue the certificate/certification process will need to meet the standards established by DoD. The standards may include education levels, continuing education requirements and developmental assignments.
Together, the services and agencies will outline the requirements for certificate/certification levels; this process will leverage existing DoD certification models such as the life cycle logistics core plus construct, which was designed to advance the DoD AT&L competency management model by pro viding a “roadmap” for the development of acquisition work force members beyond the minimum certifica tion standards required for their position. Accordingly, the Core Certification Standards and Core Plus Devel opment Guide contained in the DAU catalog http://www.dau.mil/ catalog/ provide the acquisition work force member a listing of the core certification standards by acquisition career field and level; as well as “Core Plus” knowledge and skills that are delivered through coursework that targets functions or tasks directly related to specific types of job assignments. Core Plus helps identify the right learning for the right people at the right time during their professional development. It does this by connecting work force members not only to their career field and level but also to their particular job assignment needs.
Core Plus also identifies targeted training that relates to specific tasks in a given assignment type. As Core Plus matures, DAU anticipates such benefits as the development of more well-rounded acquisition core coursework, shorter functional courses required for certification, an increase in modular course content, an increase in courses targeted to work force job assignments; and more flexibility, focus and guidance in the construc tion of individual development plans (IDPs). Use of targeted, competency-focused training constructs similar to the Core Plus framework for the broader DoD logistics work force will be developed, and these guidelines will be communicated across the logistics work force. Certificate/certification requirements for the broader logistics workforce will also require its own distinct process, based on the LCDF assessment process.
PILLAR 6: EXECUTIVE STEERING GROUP (ESG)
The ESG comprises senior leaders from the OSD, services, agencies and COCOMs possessing logistics populations. The primary role of the ESG is to coordinate and provide guidance for the logistics HCS. In this role, the ESG reviews and validates logistics competencies; advocates and supports HCS-related change; addresses challenges and provides strategic direction; and sponsors and supports logistics SME participation.
IMPLICATIONS FOR THE AT&L LIFE CYCLE LOGISTICS WORK FORCE
The life cycle logistics (LCL) work force, numbering approximately 12,600 at the end of FY07, is a subset of the larger DoD logistics work force. Like the other three primary work force categories identified in this HCS (supply management, deployment/ distribution/transportation, and maintenance support), LCL competencies and proficiencies have been identified as part of this broader logistics HCS development. Defined as the ability to plan, develop, implement and manage comprehensive, affordable and effective systems support strategies, LCL encompasses the entire system’s life cycle including acquisition (design, develop, test, produce and deploy), sustainment (operations and support), and disposal. What this essentially means is Life Cycle Logisticians who meet required Defense Acquisition Workforce Improvement Act (DAWIA) certification requirements for training, education and experience are expected to be capable of translating warfighter performance requirements into tailored, affordable, and effective product support spanning a system’s entire life cycle.
This HCS identifies the competencies and proficiencies required to achieve that performance outcome. This will not only result in continued improvement and refinement of the learning assets and DAWIA certification training provided by the Defense Acquisition University (DAU), but in turn will also enhance the quality of the support provided by and the expertise of the AT&L life cycle logistics workforce. This logistics HCS will also help facilitate continued integration of personnel, competencies and expertise of the life cycle logisticians with the broader DoD logistics community, ultimately providing even greater quality support to the warfighter.
DAU has already undertaken an initiative to “crosswalk” these competencies and proficiencies with existing courseware to ensure the latest, most current requirements are captured in the Core Plus framework discussed earlier. The learning assets identified in the Core Plus Career Field Certification and Core Plus Development Guides found in Appendix B of the DAU Catalog http://www.dau.mil/catalog/, including Web-based continuous learning modules http://clc.dau.mil/ and training courses http://training.dau.mil/, as well as the extensive learning materials and knowledge objects available from the Logistics Community of Practice (LOG CoP) https://acc. dau.mil/log, will be reviewed and updated as necessary in the coming months as a result of this comprehensive DoD Logistics HCS development effort, ensuring that the logistics workforce in general, and the life cycle logistics workforce in particular have access to the most current, relevant, and applicable learning resources needed to meet the rigors of the rapidly evolving logistics environment.
THE ROAD AHEAD
The DoD has made significant progress towards realizing the HCS vision. Logistics work force categories, competencies, and proficiencies have been defined, and work has begun to identify supporting education, training, and developmental assignments. Going forward, the HCS sets an ambitious course for operationalization of the LCDF and the well-defined career path roadmaps for the future’s “I-” “T-” and “E-”type logisticians. Key next steps include: identifying consistent criteria and a standard process for assessing a logistician’s competency levels and overall professional development; publication of career path roadmaps for “I-” “T-” and “E-”type logisticians; and development of a pilot implementation to support future operationalization of the LCDF. ♦