DLA Strategic Plan 2021 - 2026

People and Culture Plan

Emblem stating people and culture in the middle with the words innovation, data management, and technology around the outsideDLA’s ability to attract, develop, and retain a diverse, skilled, and agile workforce is vital to our continued success as the nation’s combat logistics support agency. This plan aligns DLA’s mission, goals, and objectives with proven human capital strategies. All DLA organizations, employees and senior leaders own this plan as they work together to achieve a shared vision integrated with the agency’s Strategic Plan.

Successful implementation of this plan ensures DLA is able to effectively manage its talent in a safe and efficient work environment while transforming the agency’s culture and operations. This plan is an enduring resource that leverages key operating goals, metrics and other tools embedded in Annual Operating Plans to monitor organizational performance and capabilities. DLA Human Resources is committed to sustaining a highly skilled workforce capable of meeting and exceeding goals of this plan and subsequently the needs of America’s warfighters and DLA’s other customers. Extensive efforts have gone into maximizing HR programs in recent years, and this plan continues to build on those efforts.


People Objectives

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Leverage and expand leadership programs that attract, develop, and retain diverse talent to meet current and future mission requirements.

It is essential that DLA’s managers and supervisors effectively lead an increasingly diverse workforce to unlock the full potential of our people’s backgrounds, experiences, and perspectives in a technologically advanced workplace. We must assess and improve our current leadership model and leadership competencies to cultivate supervisors who are prepared to successfully manage in this evolving environment.

  • Objective 1.1: Develop leaders by refreshing and strengthening leadership and workforce competencies. DLA will use available data (i.e., competency assessment results, IDP completions) to assess and improve our current leadership model and leadership competencies.
  • Objective 1.2: Implement DLA processes and initiatives that build candidates for career enhancement opportunities. We will use career development programs and succession management initiatives to develop candidates with the skills needed to inspire greater confidence and productivity in the workforce.

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Recruit and retain a diverse, talented, and skilled workforce.

People are DLA’s most important asset. Without a trained and skilled workforce, the agency cannot accomplish the DLA mission. DLA must complement its recruitment and retention strategies with a variety of paths to career success. Attracting and retaining a highly skilled, diverse workforce requires a comprehensive strategic approach, innovative recruitment efforts, succession management initiatives, and the right balance between speed and quality in the hiring process.

  • Objective 2.1: Leverage all hiring authorities and flexibilities and improved competency-based assessment methodologies to recruit and retain a diverse, highly skilled workforce. DLA will maximize use of authorities, flexibilities, and robust candidate assessment strategies to more effectively attract, hire and retain a top-notch, diverse workforce capable of meeting DLA’s mission needs.

  • Objective 2.2: Continually assess Full-time employee execution rates to ensure that DLA is properly manned to complete its mission; adapt staffing/retention strategies to key priorities. DLA will maintain an FTE execution rate that allows the agency to meet mission objectives and strategic goals.

  • Objective 2.3: Implement improvements to end-to-end hiring process to improve speed and enable readiness. DLA will assess process management and improvement opportunities to enable efficient, effective, and reliable hiring actions.

Image of two women seated at a table, one taking a test and one helping over the shoulder

Develop, promote, and sustain initiatives to strengthen workforce competencies to meet emerging mission requirements.

DLA Human Resources will partner with agency leaders and Functional Community Managers to assess emerging and future mission imperatives that may require new enterprise and occupational competencies. We will continue developing and updating career maps that identify learning and development opportunities to help employees chart their career path. All of this comprises a comprehensive talent management approach that will position the gency for success.

  • Objective 3.1: Develop/refresh mission-critical and nonmission-critical competency models and career maps. DLA will assess competency models and career maps to enhance professional development and meet the needs of current mission requirements.
  • Objective 3.2: Implement training and development strategies to address competency gaps. DLA will prepare for the emerging and future mission environment by identifying and implementing new strategies to maintain a high-performing workforce. We will identify critical competency gaps and training and development strategies to close the gaps.
  • Objective 3.3: Invest in the development of our current and future acquisition workforce to strengthen our capabilities for meeting new requirements and emerging technologies. DLA will develop an innovative acquisition workforce capable of professional and technical excellence in acquiring and sustaining DLA purchases and stock to support our military services.

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Provide the environment, tools and resources for employees to be protected, resilient, and mission-focused in the face of professional and personal challenges.

DLA relies on a large and diverse workforce to meet its mission. The key to DLA’s future success is to develop a flexible workforce capable of meeting and overcoming obstacles and able to adapt to changes. In turn, DLA leadership must provide a safe, healthy, and secure work environment within which our people can thrive. Our capacity to respond to pressure and the demands of daily life and crisis operations, to absorb those demands, to flex with them, and to recover and return to both the DLA mission and our personal lives is crucial to maintaining work/life balance.

  • Objective 4.1: Promote awareness and availability of programs and resources that contribute to workforce resiliency. DLA will promote the availability of workforce resiliency programs and resources that will help employees create or maintain a work/life balance, recover quickly from setbacks, and handle the demands that are placed upon them.
  • Objective 4.2: Maintain individual and organizational focus on the safety and security of our workplace. DLA will ensure agency functions are performed in a manner that safeguards human health and provides a safe and healthy working environment for all employees and that the agency is equipped to detect, deter, and mitigate potential risks to DLA networks, personnel, facilities, and operations.


Culture Objectives

Image of a group of warfighters talking with some business folks taking notes in the background

Foster an organizational culture where employees are engaged and motivated to achieve mission excellence. 

DLA has leveraged the use of surveys for many years to assess the current culture and identify ways to improve it, with the overarching purpose of developing and sustaining a high-performance culture. The surveys provide a confidential mechanism for employees to share feedback on their work environment, resulting in opportunities for DLA employees and leaders to engage in thoughtful, data-driven discussions that lead to informed action and improve our collective performance.

  • Objective 5.1: Leverage the DLA Culture/Climate Survey to assess organizational culture/climate, conduct analyses, and develop enterprise focus areas. DLA will prepare and execute the DLA Culture/Climate Survey followed by comprehensive analyses of the results and delivery of actionable recommendations to improve the DLA culture.
  • Objective 5.2: Deliver, implement, and monitor concrete action plans to address specific issues identified in the DLA Culture/Climate survey. DLA senior leadership and Culture Champions will collaborate on the development and implementation of culture action plans to address specific challenge areas identified in the DLA Culture/Climate Survey administration. Culture action plan progress will be monitored by the DLA director at Annual Operating Plan reviews and quarterly by DLA Human Resources.

Image of two warfighters loading a truck full of small boxes with one civilian onlooker

Sustain a results-oriented performance culture that links individual performance and recognition to organizational goals and performance-based actions.

DLA is committed to creating a culture of high organizational effectiveness that focuses on employee engagement, development, performance, and accountability. The benefits of a successfully implemented performance management and appraisal program includes a workforce where every employee’s duties are aligned with the organization’s goals and objectives and where employees understand the importance of the work they do every day.

The DoD Performance Management and Appraisal Program helps realize this alignment by creating a performance management framework with a focus on continuous feedback and two-way communication between supervisors and employees. Effective performance management is a partnership between employees and supervisors aimed at mission success. 

Recognizing and rewarding achievements or contributions is an integral part of effective performance management. Acknowledging good performance in a timely way, not just at the end of a rating cycle, is part of creating a high-performing culture. DLA is establishing an enterprise approach to performance-based recognition and awards under DPMAP through which awards will be distributed in a fair, consistent, and transparent way that makes meaningful distinctions in levels of performance.

  • Objective 6.1: Leverage DPMAP to improve employee engagement, enhance accountability, and create a high-performing culture. DLA will use DPMAP to increase awareness of individual performance expectations, desired results, and the employee’s importance in supporting organizational performance. DPMAP’s primary features include performance elements that are aligned with organizational goals, emphasis on the leadership requirements of supervisory positions, ongoing supervisor/employee communications to clarify expectations and address barriers to success, timely performance recognition throughout the performance cycle, and use of MyPerformance to document and support key activities during the performance cycle.
  • Objective 6.2: Develop, implement and sustain an enterprise approach to awards and recognition that is fair, transparent, and makes distinctions in levels of performance. DLA will develop and implement an enterprise approach to awards and recognition that distributes awards in a fair and transparent way, reflects meaningful distinctions in levels of performance, acknowledges the DPMAP tenet of ongoing and timely recognition throughout the performance cycle, and provides activities some flexibility in execution. DLA also will monitor and evaluate the awards approach over time and make any necessary adjustments.

Image of a forklift driver loading a pallet of boxes onto the back of a military aircraft

Create an environment where employees share a common perspective allowing them to work effectively across organizational boundaries, eliminate “silos,” and promote actions that are in the best interest of DLA as a whole.

DLA must develop and implement opportunities for collaboration in a manner that reduces stovepipes and gains efficiencies across organizations. DLA must also cultivate an inclusive environment that engages employees, promotes mutual respect and trust, and provides tools and flexibilities at all levels that maximize individual and collective potential.

  • Objective 7.1: Increase communication, collaboration and integration by fortifying practices that help employees work across organizational lines to reach a goal.
  • Objective 7.2: Provide interpersonal communication strategies and robust/targeted training that promotes building healthy relationships between supervisors and employees, as well as between employees in virtual and non-virtual environments.
  • Objective 7.3: Promote a diverse and inclusive environment that empowers employees at all levels to perform to their maximum potential.

DLA will provide opportunities for employees to increase productivity and effectiveness, remove identified barriers that limit employee advancement, identify strategies to recruit underrepresented groups, and promote diversity and inclusion.

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Leverage and enhance the DLA Safety & Occupational Health Program to build a culture focused on reducing the risk of injury or illness to the workforce and maintaining a safe and healthy workplace.

DLA is committed to creating a safety culture that focuses on leadership engagement and employee involvement. The critical task is to execute a predictive SOH program by enabling organizations to focus on preventing the next mishap. To achieve this objective, we will provide Major Subordinate Commands with the capabilities they need to make timely, informed decisions based on risk.

The DLA SOH program will be an enduring leadership program, enabling organizations to pursue recognition as Voluntary Protection Program Star sites.

  • Objective 8.1: Improve mishap reporting and investigation using the DLA SOH Management System in support of providing leaders with actionable trending and analysis for making risk-based decisions. DLA will leverage supervisor engagement using Enterprise Safety Applications Management System to increase awareness of hazards present in the workplace and establish controls by addressing findings and recommendations documented during mishap investigations to focus on development of controls and lessons learned.
  • Objective 8.2: Improve SOH inspection and hazard management process to focus on eliminating or controlling identified hazards in the workplace. DLA will leverage supervisor engagement and the use of safety monitors to characterize and prioritize SOH risk, focus on repairing deficiencies and developing controls to protect employees from injuries/illness, and minimize loss or damage to equipment/facilities.
  • Objective 8.3: Improve SOH training and awareness programs by aligning current programs with emerging SOH modernization efforts to ensure standardization across all organizations. DLA will leverage training development resources to merge training and requirements with core competencies, gaining efficiencies and effectiveness, and evolve specialized training to meet specific risk based requirements.

People and Culture News

Disposition Services | March 13, 2023

Women’s History Month Leadership Spotlight:  Angie Wilbur

Meet Angie Wilbur, a Traverse City native that embodies the concept of sisu. She has worked her way from a one-year summer hire to the Issue Division Chief for DLA Disposition Services.

Disposition Services | March 10, 2023

Leadership Spotlight: Charles Rice

Meet the incoming People and Culture Division Chief Charles Rice.

Energy | Feb. 7, 2023

Portraits of African Americans who have shaped DLA Energy

DLA Energy has a rich heritage of African Americans who have helped shape our agency including, Calvin Martin, Kathy Williams, Lula Manley, Regina Gray and Robbie Robinson.

Enterprisewide | Dec. 29, 2022

DLA Energy volunteers for Combined Federal Campaign

To showcase a CFC cause of the week, a team from DLA Energy volunteered and organized a charitable event in honor of ending poverty and mental wellness.