Logistics Human Capital Management/Planning - The Logistics Workforce Challenge. Frank J. Anderson, Jr. President March 22, 2007

Transcription

1 Human Capital Management/lanning - The Workforce Challenge Frank J. Anderson, Jr. resident March 22, 2007

2 DAU Not your father s Chevrolet (or Chrysler) Rigid framework limited locations, insufficient remote-site training Limited transmission primarily resident courses Old Brand Name - DSMC 1987 Model High ownership costs cost per student, cost per learning hour Underpowered courses limited scope and depth Turbocharged by the LM Knowledge Sharing, Continuous Learning, erformance Support Improved Onboard Diagnostics: Metrics that Matter; DataMart 2007 Model New Navigation Systems: AT&L Certification Tracks, Core lus Flexible framework multiple regional campuses, on-site learning, learning at point of need Variable transmission resident, distance learning, FOLE Falling ownership costs triple the throughput at no additional costs 2

3 AT&L Human Capital Strategic lan V1.0 ublished June 13, 2006 Version Enabling Objectives 38 Defined Tasks Goal 1 Align and fully integrate with overarching DoD human capital initiatives erformance Management Competencies Goal 2 Maintain a decentralized execution strategy that recognizes the components' lead role and responsibility for force planning and workforce management. osition Category Description Workforce Count Goal 3 Establish a comprehensive, data-driven workforce analysis and decision-making capability Data Green Initiative Goal 4 rovide learning assets at the point of need to support mission-responsive human capital development Core lus Demand Management Goal 5 Execute DoD AT&L workforce communications plan that is owned by all AT&L senior leaders (One Team, One Vision, A Common Message, and Integrated Strategies.)

4 HCS Integrated Framework The DoD (AT&L) Strategic Workforce lanning Framework Hill AFB Redstone Arsenal 3 USD Comptroller USD (AT&L) USD (&R) Tina Jonas STRATEGIC Ken Krieg David Chu Resource Constraints Military Services Force lanning James Finley Jack Bell D, HCI DAU John Young Sue ayton Claude Bolton Dolores Etter AFIT ALMC NS at Bradshaw Bill Carr Military HR / ersonnel Infrastructure Business Units TACTICAL

5 AT&L Workforce by Generations As of September 30, 2005 National* DoD** Civilian AT&L Workforce*** Generation Silent Generation (born before 1946) Baby Boomers ( ) Generation X ( ) Generation Y ( ) Millennium (1990- present) Workforce (millions) % Workforce Workforce % Workforce Workforce % Workforce % 65, % 10, % % 435, % 81, % % 124, % 17, % % 61, % 8, % % 0 0% 0 0% 100.0% 100.0% 100.0% Notes: * Source: Amour, Stephanie Generation Y They ve Arrived at Work with a New Attitude USA Today, Nov 7, 2005, **Source: OSD &R Report: DoD Civilian Workforce Statistics/DoD Demographics/May 2006 Edition ***Source: DMDC FY05 AT&L Workforce Count/AT&L workforce data contains 389 files with null for age

6 Workforce Numbers: Rise and Fall with AT&L Workforce Numbers 1. DMDC website: 2. [80-92 GAO (extrap p7)][93-97 GAO ][98 DA][99-04 DoD IG D p DA; DOD IG D ; 05 AWCM projection; as reported to Congress;98 extrapolated; from DMDC/DAU data mart

7 AT&L Workforce (1999 through 2005) Number of AT&L Workforce Members 14,000 12,000 10,000 Life Cycle Log is 1% of total workforce Life Cycle Log is 9% of total AT&L workforce 8,000 6,000 4,000 2,000 0 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY ,491 5,541 7,492 9,523 9,345 10,553 12,493 7

8 Formal Training FY 07 Life Cycle Courses = rerequisite DAU and Sustainment erformance Support Level I Certification* Level II Certification Level III NOTE: There are Certification NO prerequisites for LOG235A LOG-101 LOG-201A LOG-235A Intermediate erformance Fundamentals Based ACQ-101 ACQ-201 Fundamentals 26 hrs, on-line A&B LOG hours DL of Systems 50 hours DL and Intermediate Executive Life Systems Cycle Management Management LOG-102 LOG-201B LOG-235B 25 hrs, on-line Systems 35 hours, online Intermediate erformance Sustainment Based (9 days classroom) 1 week classroom Management Fundamentals 5 days classroom 5 days classroom 26 hrs, on-line Knowledge based Application/tool based Case/scenario based GS 5-9 GS 9-12 GS E7 O3 E7 O4 E7 - O5 On-line Hybrid Classroom Assignment Specific and Other Recommended Training Additional Education Academia Certificate/Degree - LOG 203 Reliability & Maintainability -rogram Management - System Design & Operational Effectiveness (SDOE) - LOG 204 Configuration Management - Systems Engineering - Supply Chain Management (SCM) - LOG 210 Supportability Manager Tools * Also includes discretionary Level I job competency Continuous Learning Modules under Core+. See DAU Catalog for Details -Over 1 million in the workforce (12K in the AT&L workforce). Ready for the tsunami of next generation Logisticians... they will need to be trained! -Workshops, Targeted Training, Roadshows, Consulting - Almost 7000 hours of erformance Support by LOG Faculty in FY06 Continuous Learning Community of ractice (LOG Co) -416,421 hits on the LOG Co in FY06 Utilizing all aspects of the LM to equip the workforce to: - Design for Support - Design the Support - Support the Design - Currently 12 modules with seven more coming in Over 21,000 graduates to date 8

9 Summary Can not transform logistics without transforming logisticians workforce is huge, diversified, and does not have well defined human capital strategies Human Capital Strategic lanning is an important element of overall strategic planning Must not be done in a vacuum Must link to DoD corporate and functional strategic planning Must fit with DoD Components efforts More than just a personnel numbers exercise Must understand operational and business model 9