MANAGEMENT DEVELOPMENT PROGRAM (MDP) HELPS IMPROVE SUPERVISORS AND MANAGERS. This is ongoing. Last year, the Exchange launched the Management Development Program (MDP) with a focus on supervisors and managers, and 70 per- cent completed the program. For 2013, the goal is to reach 100-percent completion from supervisors and managers. Forty-one more “Diversity” and “Excel- ling as a Manager” courses will be offered this year. TALENT ACQUISITION: COMMITTED TO MILITARY SERVICEMEMBERS AND THEIR FAMILIES In 2012, the Exchange hired 5,677 military spouses. Spouses understand the Exchange’s custom- ers because they are customers themselves, and they understand the military lifestyle, values and needs. In the past year 1,542 veterans joined the organi- zation. As a part of the veteran hiring initiative, HR established the Retail Management Training (RMT) program, which is specifically designed for military veterans who have little-to-no retail experience. Take, for example, the message of Branch Store Manager Frederick Coffey from Fort Leonard Wood, Mo. He is a veteran who completed the RMT Pro- gram in 2012. “I really enjoyed the hands-on experi- ence and classroom interaction with other students, and it was a great opportunity to learn the Ex- change’s culture,” he explained. “The program truly aided in my current role as a branch store manager and really prepared me for this position.” By supporting Exchange Strategic Priorities and delivering to the bottom line, the HR team will continue to be a valued strategic partner insuring the Exchange’s competitive advantage long into the future. —E and C NEWS T he Human Resources (HR) Directorate is committed to supporting the Exchange Stra- tegic Priorities and serving the associates and leaders of the organization. CORPORATE REALIGNMENTS We’ve had more than 500 associates accept vol- untary retirement, allowing for an accelerated re- structuring plan starting with: • Dual-channel buying functions, which merge the buyers from e-Commerce with our brick- and-mortar buyers, giving them greater buying power; • The e-Commerce team now has a single focus: launching the online store. Marketing and Ad- vertising, Strategic Communication, Customer Relationship Marketing and the Digital Media Network have been moved. Administrative Or- der No. 02-13 spells out the details; • Establishing the new Food and Services Direc- torate to grow concession sales; and, • Removing layers within headquarters director- ates to streamline decision-making and improv- ing efficiencies while reducing computed num- ber of employees (CNE). Additionally, we implemented multiple programs to help reduce permanent change of station (PCS) costs across the board, for example, Food Transfor- mation and Tier Consolidation. Our PCS reduction strategy provides our management workforce with stability and improved work-life balance. Families get to stay in place longer and local strategies can be developed and implemented. DEVELOPING LEADERS Looking toward the future tells us the importance of developing leaders who are agile and can deal with frequent change, are able to work collaboratively and can apply good judgment and decision making. Do our associates fit this description? MEET THE NEW HIGH PERFORMER According to the Corporate Executive Board (CEB) Executive Guidance 2013 “Breakthrough Performance in the New Work Environment,” high performers adapt to change, work collaboratively and apply good judgment. CEB research found that executives are seeking a 20 percent performance improvement from employ- ees this year. This means that companies need to start developing and identifying high performers to en- sure that they achieve their goals. Some of the com- petencies that set high performers apart from the rest of the pack include the abilities to prioritize, work well in teams, maintain self-awareness and possess organizational awareness, just to name a few. COMING SOON: LMS IS THE NEW SOLUTION FOR MANDATORY TRAINING AND PROVIDES E-LEARN- ING CAPABILITIES! The new Learning Management System (LMS) enables associates to self-manage and fully engage in their own development. LMS training will target specific job roles, locations, groups and competen- cies, bringing learning to those who need it when they need it. LMS will provide job-specific training and development to ensure we are continually learn- ing and growing. LMS benefits include, but are not limited to: • No more manual reporting; • Maintaining the investment in developing peo- ple while reducing the investment costs; • Mobilizing the workforce to meet current train- ing demands in “real time”; • Measuring effectiveness of training compared to hours and dollars spent; and, • Standardizing knowledge sharing across all re- gions. COACHING IMPROVES FIVE AREAS AT ONCE. Associate development is a prior- ity at the Exchange, and the Intelligent Coaching Program gives associates the tools they need to help them be better at their job. Intelligent coaching improves five areas at once, including productivity, team work, job satisfac- tion, work quality and relationships. Last year, 100 classes were offered and in 2013, 150 classes will be offered. Take the time for self-development and strive for success as a manager in the workplace. A SUPPLEMENT TO EXCHANGE and COMMISSARY NEWS MARCH 2013 28 HR – HUMAN RESOURCES Human Resources Senior Vice President Susan Simone Exchange HR – Helping the Organization Retain its Competitive Advantage
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MANAGEMENT DEVELOPMENT PROGRAM (MDP) HELPS IMPROVE SUPERVISORS AND MANAGERS.
This is ongoing. Last year, the Exchange launched the Management Development Program (MDP) with a focus on supervisors and managers, and 70 per-cent completed the program. For 2013, the goal is to reach 100-percent completion from supervisors and managers. Forty-one more “Diversity” and “Excel-ling as a Manager” courses will be offered this year.
TALENT ACQUISITION: COMMITTED TO MILITARY SERVICEMEMBERS AND THEIR FAMILIES
In 2012, the Exchange hired 5,677 military spouses. Spouses understand the Exchange’s custom-ers because they are customers themselves, and they understand the military lifestyle, values and needs.
In the past year 1,542 veterans joined the organi-zation. As a part of the veteran hiring initiative, HR established the Retail Management Training (RMT) program, which is specifically designed for military veterans who have little-to-no retail experience.
Take, for example, the message of Branch Store Manager Frederick Coffey from Fort Leonard Wood, Mo. He is a veteran who completed the RMT Pro-gram in 2012. “I really enjoyed the hands-on experi-ence and classroom interaction with other students, and it was a great opportunity to learn the Ex-
change’s culture,” he explained. “The program truly aided in my current role as a branch store manager and really prepared me for this position.”
By supporting Exchange Strategic Priorities and delivering to the bottom line, the HR team will continue to be a valued strategic partner insuring the Exchange’s competitive advantage long into the future.
—E and C NEWS
The Human Resources (HR) Directorate is committed to supporting the Exchange Stra-tegic Priorities and serving the associates
and leaders of the organization.
CORPORATE REALIGNMENTSWe’ve had more than 500 associates accept vol-
untary retirement, allowing for an accelerated re-structuring plan starting with:
• Dual-channel buying functions, which mergethe buyers from e-Commerce with our brick-and-mortar buyers, giving them greater buyingpower;
• The e-Commerce team now has a single focus:launching the online store. Marketing and Ad-vertising, Strategic Communication, CustomerRelationship Marketing and the Digital MediaNetwork have been moved. Administrative Or-der No. 02-13 spells out the details;
• Establishing the new Food and Services Direc-torate to grow concession sales; and,
• Removing layers within headquarters director-ates to streamline decision-making and improv-ing efficiencies while reducing computed num-ber of employees (CNE).
Additionally, we implemented multiple programs to help reduce permanent change of station (PCS) costs across the board, for example, Food Transfor-mation and Tier Consolidation. Our PCS reduction strategy provides our management workforce with stability and improved work-life balance. Families get to stay in place longer and local strategies can be developed and implemented.
DEVELOPING LEADERSLooking toward the future tells us the importance
of developing leaders who are agile and can deal with frequent change, are able to work collaboratively and can apply good judgment and decision making. Do our associates fit this description?
MEET THE NEW HIGH PERFORMERAccording to the Corporate Executive Board
(CEB) Executive Guidance 2013 “Breakthrough Performance in the New Work Environment,” high performers adapt to change, work collaboratively and apply good judgment.
CEB research found that executives are seeking a 20 percent performance improvement from employ-ees this year. This means that companies need to start
developing and identifying high performers to en-sure that they achieve their goals. Some of the com-petencies that set high performers apart from the rest of the pack include the abilities to prioritize, work well in teams, maintain self-awareness and possess organizational awareness, just to name a few.
COMING SOON: LMS IS THE NEW SOLUTION FOR MANDATORY TRAINING AND PROVIDES E-LEARN-ING CAPABILITIES!
The new Learning Management System (LMS) enables associates to self-manage and fully engage in their own development. LMS training will target specific job roles, locations, groups and competen-cies, bringing learning to those who need it when they need it. LMS will provide job-specific training and development to ensure we are continually learn-ing and growing.
LMS benefits include, but are not limited to:• No more manual reporting;• Maintaining the investment in developing peo-
ple while reducing the investment costs;• Mobilizing the workforce to meet current train-
ing demands in “real time”;• Measuring effectiveness of training compared to
hours and dollars spent; and,• Standardizing knowledge sharing across all re-
gions.
COACHING IMPROVES FIVE AREAS AT ONCE.Associate development is a prior-
ity at the Exchange, and the Intelligent Coaching Program gives associates the tools they need to help them be better at their job. Intelligent coaching improves five areas at once, including productivity, team work, job satisfac-tion, work quality and relationships. Last year, 100 classes were offered and in 2013, 150 classes will be offered. Take the time for self-development and strive for success as a manager in the workplace.
A SUPPLEMENT TO EXCHANGE and COMMISSARY NEWSMARCH 201328
HR – Human ResouRces
Human Resources senior Vice President susan simone
Exchange HR – Helping the Organization Retain its Competitive Advantage