HRM PWS Update - 22JUN2026 for MR.docx

Performance Work Statement (PWS)

SP4702-26-R-XXXX

Defense Logistics Agency (DLA) Applied Human Resources Management for Supervisors (AHRM), HRM for Supervisors Refresher Training and DLA Human Resources Management (HRM) for Team/Work Leads Training, and Transition-to-Manager Training

Prepared by:

Defense Logistics Agency, DLA Human Resources, Learning, Development & Readiness (LDR) 3990 E. Broad St.

Columbus, OH 43213

1. INTRODUCTION

The Defense Logistics Agency (DLA), DLA Human Resources Services, Learning, Development & Readiness (LDR) Enterprise Leader Development Program (ELDP) Level 2 Team/Work Lead Certificate Program (TWLCP) Enterprise Leader Development Program (ELDP) Level 3 Program, Level 4 Program, and the Military Supervisory Training Track Program (MSTTP), requires contractor support for the delivery of, and periodic revisions to, Applied Human Resource Management for Supervisors Training (AHRM), DLA HRM for Supervisors Refresher Training (DHSRT), HRM for Team/Work Leads is a 2-year Certification Program and Transition to Manager training is 2-day training for Supervisor. The content of the 3-day Applied Human Resources Management for Supervisors Training (AHRM) and the 2-day DLA HRM for Supervisors Refresher Training (DHSRT) course content will center on human resource management concepts and principles for the federal civilian workforce comprised of General Schedule (GS) and Wage Grade (WG) personnel.

2. PROJECT OVERVIEW

2.1 Background:

The mission of DLA Human Resources Services, Learning, Development & Readiness (LDR)is to ensure that the DLA workforce receives the necessary skills and knowledge required to support attainment of the Agency’s strategic goals and objectives. In addition, DLA Human Resources Services, Learning, Development & Readiness (LDR), provides a wide range of services to the Federal community. DLA operates in 48 states and 28 countries.

Program responsibility for leadership development of over 3,200 agency civilian supervisors and managers, 1,000 Team and Work Leads and approximately 100 military supervisors of civilians is centered with DLA Human Resources Services, LDR), located in Columbus, Ohio. DLA's ELDP is a comprehensive program that provides leadership development opportunities needed to meet DLA’s challenging mission requirements today and into the future. The five-level framework encompasses the 28 leadership competencies identified by the Department of War (DoW).

The levels include the following:

Level 1 – Lead Self: This level incorporates all federal civilian workforce employees who are not team leaders, project leaders, supervisors, or managers.

federal civilian workforce government employees who have "Lead" or "Leader" in their job title. Team/Work leaders facilitate their team's processes by working collaboratively with the team to ensure that they complete their tasks effectively and efficiently, by maintaining good working relationships and by coordinating with the supervisor and others on goals, priorities, team needs and achievement. All Team/Lead complete all online courses that are developed and managed by DLA with basic information for Team/Lead concepts. Team/Work Lead have 2 years to complete all courses in the program. The level includes the following:

· DLA Human Resources Management (HRM) for Team/Work Leads

Level 3 – New – Federal Civilian Leaders (new supervisors): All - federal civilian workforce who are selected to a supervisor or manager position in the Federal Wage System or the General Schedule and are required to serve a supervisor probationary period. ELDP Level 3 was implemented in April 2004 and consists of approximately 160 hours of development activities rolled out over four phases as follows:

· Phase 1: Appointment for 3 months: On-Line HRM Modules (10-15 hours)

· Phase 2: 4-12 months: Applied HRM for Supervisors Training, Leadership Education and Development

· Phase 3: 13-18 months: 1st Multi Source Feedback Survey (360-degree assessment), Executive Coaching Computer-based leadership training

· Phase 4: 19-24 months: 2nd Multi-Source Feedback Survey, Self-Development Electives (24 hours), to include Behavior Based Interview Training

During Phase 1, all new supervisors complete an on-line training course (On-Line HRM Modules), developed and managed by DLA, which provides basic information in select HRM topics. The purpose of these on-line modules is to introduce basic information on HRM concepts, laws, and regulations, so that classroom instruction time in the Applied HRM course can focus on more in-depth knowledge and skill building in these and additional HRM concepts and principles, regulations, policies, procedures.

There are nine (9) on-line HRM modules in the course, ranging in duration from 15 minutes to one (1) hour each, that address the following subject matter areas: alternate dispute resolution; attendance and leave; career planning and development; classification; conduct and discipline; workplace violence prevention; drug testing; Fair Labor Standards Act; incentive awards and motivation; injury compensation; merit promotion; merit systems principles; performance management; personnel security; reduction in force; employee relations; labor relations; and pay and compensation.

The Military Supervisory Training Track Program (MSTTP) was implemented in September 2015 and consists of approximately 77 hours of development activities rolled-out over two years as follows:

· Year 1: On-Line HRM Modules (10-15 hours), Applied HRM for Supervisors Training Behavior Based Interviewing (8 hours) *Required only if military supervisor is responsible for making hiring selections. DLA Telework or federal civilian workforce for Supervisors (3-hour on-line course) *If military supervisor supervises federal civilians eligible for Telework.

· Year 2: Understanding and Managing Conflict (8 hours), Self-Development Elective: Situational Leadership (8 hours)

The purpose of the Military Supervisory Training Track Program (MSTTP) is to provide on-the-job training and some specialized training to learn a specific system/skill/program on which he/she may work; however, the intent of the training is to directly support DoW’s mission.

During the First Year of assignment, all military supervisors complete an on-line training course (On-Line HRM Modules), developed and managed by DLA, which provides basic information in select HRM topics. The purpose of these on-line modules is to introduce basic information on HRM concepts, laws, and regulations, so that the military supervisors have a knowledge and understanding of these concepts and principles that apply to the civilian workforce.

Level 4 – Experienced Leaders: All federal civilian workforce supervisors and managers (supervisor of supervisors) who are not participating in the ELDP Levels 3 or 5. ELDP Level 4 consists of two different development tracks:

· Supervisor track for all federal civilian workforce supervisors and managers includes the two-day HRM Refresher course and 20 hours of leader self-development annually.

· Manager track for federal civilian workforce supervisors of other supervisors includes the two-day Transition to Manager course and Leadership Coaching.

Level 5 – Senior Leaders: All federal civilian workforce employees who are in the Senior Executive Service (SES).

2.2 Rationale/Justification:

Applied HRM and HRM Refresher are designed to meet the 2010 National Defense Authorization Act (NDAA), DoW guidance, and Executive Order requirements for human resources initial training and refresher training for all supervisors within their 1st year of supervision and every three years thereafter. The 2020 NDAA contained a clause stating that all supervisors must have Human Resources Refresher Training every three years. In the years since that Act, there has been DoW related guidance, in the form of a now inactive -DoW training program, and Executive Orders that have supplemented the tasking of the NDAA. The purpose of this training is to build upon and expand the basic/fundamental HRM information and principles introduced by DLA and all federal civilian workforce supervisors and managers On-Line HRM Modules and DLA Applied HRM Course.

The DLA Human Resources Management for Work and Team Leads course is an introductory-level leadership course which uses a variety of teaching methods to examine some of the critical competencies that an effective leader must possess. This is a mandatory course for all federal civilian workforce Team Leads and Work Leads. The target audience for this training will be a mixture of blue-collar and white-collar personnel working in a variety of settings including warehouses, data centers, office settings, and others to include all General Scheduled (GS), Wage Grade (WG), and Wage Leader (WL) Level 2 personnel. This group also includes both union and non-union employees and may include personnel who routinely work outside of the continental United States. The level of education among the participants attending this course will be varied.

2.3 Course Description:

2.3.1 Applied HRM: The Applied Human Resources Management for Supervisors (LDR-APPLIED HRM) – This 3-day course builds upon and expands the basic federal civilian HRM concepts and information introduced in the On-Line HRM modules. Through individual and small group exercises, case studies, role playing, and discussion, supervisors understand their roles and responsibilities in managing human resources. Students apply HRM concepts in the problem solving of real-world HRM challenges and issues. Course content, individual activities, and a final course exercise illustrate the linkage between HRM functional areas, with focus on: designing the organization and individual positions; workforce planning, interviewing, and employee orientation; developing performance elements/standards and measuring performance; coaching, counseling, and redirecting the workforce for peak performance; effectively managing leave and attendance; supervising under a negotiated union agreement; resolving disputes, complaints, and grievances; enhancing/utilizing individual and organizational skills; and accomplishing supervisory duties in a fair and legal manner.

2.3.2 HRM Refresher: This class is for all federal civilian workforce supervisors and managers Supervisors Human Resource Management Refresher Training (LDR-DTC12CLS001) 2-day course shall provide interactive training in specific HRM topics and principles for the federal civilian workforce comprised of GS and WG personnel. Course content and activities shall integrate practical exercises, case studies, and both small group and large group discussion. These activities shall require participants to apply core concepts and problem-solve towards resolution of simulated, real-world HRM challenges and issues. Specific topics are outlined in Section 3.7.

2.3.3 DLA Human Resources Management (HRM) for Team/Work Leads Training:

HRM for Team/Work Leads (HR-DT18CLS003) This 1-Day course will provide information for participants to use in the role of a Team/Work Lead. These roles will require taking balanced, positive, and proactive actions. However, as a Team/Work Lead support is available, including immediate supervisors and managers, the DLA Human Resources Services teams and, for federal civilian workforce automated systems, the Equal Employment Opportunity (EEO) Office, and the Legal Counsel. During this training, Participants will engage in various learning activities and exercises. All Team/Work Leads will also have an opportunity to develop a personal action plan to apply knowledge gained from the training.

2.3.4 Transition-to-Manager: The Transition to Manager Course is a 2-day course (LDR-DTC11CLS011). This course is for federal civilians transitioning from a supervisory position to a management position and the difficulty associated with that change. Promotion to manager of teams of people rather than a single team, changes the managers’ focus, and it will become more external. A manager makes commitments and decisions that require expenditure of significant resources. Development of the manager’s “soft” skills is vitally important as more complex or difficult problems are addressed.

3. COURSE REQUIREMENTS

3.1 Special Requirements:

Course materials shall integrate reference to the law, to HRM Instructions and to policy memorandums that correspond with specific HRM functional areas and course modules.

The Contractor shall remain current with new and changing Federal, DoW, and federal civilian workforce regulations and requirements, and ensure information relayed by instructors reflects such changes. In addition, Learning, Development & Readiness (LDR) shall update written materials to ensure completeness and accuracy of information in compliance with federal law. Upon contract award, DLA shall provide the Contractor with a hard as well as an electronic copy of the current course material.

The Contractor shall also remain current with changes to federal law, Federal Court Decisions, Equal Employment Opportunity Commission (EEOC), Merit Systems Protection Board (MSPB), and Federal Labor Relations Authority (FLRA) decisions that impact federal civilian human resources management, in addition to new and changed programs and requirements, to ensure that information relayed by instructors is current and reflective of such changes.

3.1.1 Applied HRM:

DLA shall provide the Contractor with an electronic copy of the On-Line HRM modules (Pre-Requisite to AHRM) for the instructors' review and information, the AHRM Facilitator Materials (Agenda and Session Planner), Facilitator Script for Units 0-9, the Student Participant Guide, Course Slides (Day 1-Day 3), Job Aids and Performance Standard Forms for the students.

Each course module shall include one or more practical activities that may take the form of an individual exercise, small group activity with a case study, role-playing, or other interactive instructional method. The Contractor shall use the provided agenda within the Facilitator Materials, outlining the content and flow of the course as outlined in the Facilitator Script provided by the Government.

The course shall include both a pre-course assessment and post-course assessment that shall be provided to the students to assess HRM knowledge coming into the course as compared to HRM knowledge at the end of the course. These assessments shall be conducted during course hours. Both assessments shall be provided as Government Furnished Material within the Participant Guide, and will be specifically located in Appendix A and B. The Facilitator Script contains information on when course participants should take the assessments.

3.1.2 HRM Refresher: Upon contract award, DLA will provide the Contractor with a hard or an electronic copy of the participant guide, HRM/Equal Employment Opportunity (EEO) instructions and regulations, an outline of the Applied HRM course and the current HRM Refresher facilitator and student guides for instructors’ review and information, in addition to any other necessary background documents to prepare for instruction of course materials. Each course module shall include one or more practical workshops that can take the form of an individual exercise, group activity, case study, role-playing, or other interactive instructional method.

3.1.3 DLA Human Resources Management (HRM) for Team/Work Leads Training:

Upon contract award, Learning, Development & Readiness (LDR) will provide the Contractor with a hard or electronic copy of the DLA Human Resources Management for Team/Work Leads participant guide, an outline of the Team/Work Leads facilitator and student guides for the instructor's review and information, in addition to any other relevant course materials.

3.1.4 Transition-to-Manager: Upon contract award, Learning, Development & Readiness (LDR), will provide the Contractor with a hard or electronic copy of the Transition to Manager participant guide, an outline of the Transition to Manager facilitator and student guides for the instructor's review and information, in addition to any other relevant course materials.

3.2 Course Instructors:

Training shall be delivered through one instructor per course offering who shall present the DLA Applied HRM, DLA HRM Refresher, DLA Human Resources Management (HRM) for Team/Work Leads Training and Transition to Manager courses to all federal civilian workforce supervisors and managers. The vendor shall ensure instructors are subject matter experts on Federal Government HR regulations, policies, and procedures to facilitate consistency of content/ presentation. The Contractor shall make instructor recommendations to the Government, with the Government having final say as to the instructor cadre for these sessions. Only approved instructors shall deliver instruction of courses. Instructors are considered to be Key Personnel under this requirement (see Paragraph 3.5 below). In cases of emergencies, substitution of instructors may be recommended, with the final approval by the Government.

Instructors shall demonstrate that at a minimum they have the following experience:

· At least one of the two standards shown below:

· A minimum of 5 years of work experience as a Federal Government HR specialist or other similar Federal Government HR experience with demonstrated knowledge and experience in any of the following subject matter areas:

· Classification/position management,

· Employee relations,

· Labor relations,

· Staffing/recruitment, or

· Human resources development/workforce development; or

· Experience within the last 3 years’ teaching/facilitating FED GOV Mandatory Supervisory NDAA required HRM or similar courses. Experience shall be confirmed and documented by the Federal Agency Training manager or higher authority.

· A minimum of 3 years of experience instructing adult learners, to include experience delivering instructor led training via online platforms. As an alternative for virtual instructing experience (but not as an alternative to the minimum of 3 years of experience instructing adult learners), an instructor may qualify through providing a “Facilitating Virtual Training” certificate from Association for Talent Management (ATD) Research, or industry equivalent, demonstrating that they have successfully completed a formal training program on how to provide virtual instruction.

If an instructor fails to deliver quality instruction in a professional manner, as determined through review of end-of-course evaluations and/or comments received, the Contractor will be notified, and the Government may request replacement of an instructor for deficient performance or unacceptable conduct.

NOTE: Instructors are prohibited from expressing any political opinions, suggestions, comments, or ideas.

3.3 Schedule Requirements:

3.4.1 Applied HRM:

Training shall be conducted over three consecutive days from 8:00am-11:30 am and 12:30-4:00 pm; with a one-hour lunch break. Students shall be provided with a 10-minute break approximately every hour. Because of the amount of information to be provided to the students, combined with exercises, it is expected that the course will extend to a full three days. The instructor shall be in the classroom half an hour before the course starts for any pre-course work, and shall stay on site for a half hour after the course is over for any post-course work.

The course shall be focused 60% on performance management, employee relations, and labor relations. The remaining 40% of the course shall be devoted to class opening/closing, HRM baseline concepts, classification, staffing, EEO, and workforce development.

3.4.2 HRM Refresher:

Training shall be conducted over two consecutive days from 8:00-11:30 AM and 12:30-4:00 PM; with a one-hour lunch break. Students shall be provided with a 10-minute break approximately every hour. Because of the amount of information to be provided to the students, combined with videos and exercises, it is expected that the course will extend to the full two days. The instructor shall be in the classroom half an hour before the course starts for any pre-course work and, and shall stay on site for a half hour after the course is over for any post-course work.

Note: The federal civilian workforce has “shift schedules” in operation, the beginning and ending times of courses conducted at certain locations may be different from the default scheduled times displayed above.

3.4.3 DLA Human Resources Management (HRM) for Team/Work Leads Training:

Each course shall be a 1-day session. The DLA Human Resource Management for Team/Work Leads Course shall start no earlier than 7:00 am and end no later than 5:00 pm each day, according to the local time zone. Each classroom day shall be no less than 8 hours in length, including a one-hour lunch break. Students shall be provided with at least one 10-minute break approximately every hour. The beginning and ending times of the course may be adjusted to earlier times at certain sites determined by the local mission requirements. It is expected that the course shall go the full 8 hours.

3.4.4 Transition to Manager: Training will be conducted over 2 consecutive days. The Transition to Manager Course will start no earlier than 0700 and end no later than 1700 each day. Each classroom day shall be no less than 8.5 hours in length including a 1-hour lunch break. Students shall be provided with a 10-minute break approximately every hour. It is expected that the course go the full length of the course day for each of the 2 days. The instructor shall be in the classroom half an hour before the course starts for any pre-course work and shall stay on site for a half hour after the course is over for any post-course work.

3.4 Changes to Key Personnel

Certain skilled, experienced, professional and/or technical personnel are essential for successful accomplishment of the work to be performed under this contract. These are defined as "key personnel" and are those people whose resumes are submitted as part of the technical/business proposal for evaluation. The contractor shall use key personnel as identified in its proposal during the performance of this contract and shall request contracting officer’s approval prior to any changes. Requests for approval of any changes shall be in writing with a detailed explanation of the circumstances necessitating the change. The request must contain a complete resume for the new key personnel and any other pertinent information, such as degrees, certifications, and work history. New key personnel must have qualifications that are equal to or higher than those being replaced. The contracting officer will evaluate the request and notify the contractor whether the requested change is acceptable to the Government.

3.5 Course Objectives:

The purpose of both the Applied HRM and HRM Refresher training is to support DoW’s efforts “to ensure we employ and sustain a high functioning, engaged, and professional supervisory workforce committed to maximizing employee performance, accountability, and contributing to high performing organizations.” (2019 DoD Framework, p.3)

This training meets the requirements of the following regulatory requirements:

· 2019 DoD Managerial and Supervisory Learning and Evaluation Framework

· Section 1113 of Public Law 111-84 (NDAA FY 2010)

· 5 CFR section 412.202 Training topics and learning outcomes of the HRM curriculum are based on the legal requirements of these laws, as well as guidance issued by OPM.

HRM training relates specifically to the roles and responsibilities of all DoW military and federal civilian supervisors and managers of DoW civilian employees, regardless of personnel system. The 2019 Framework mandates initial training within the first year of a new supervisory appointment and refresher training every three years thereafter.

Specific course objectives shall be as follows:

· Given supervisory HRM situations, the participants shall analyze best practices and processes to achieve excellence in HRM and successfully build and maintain a high-performing culture and engaged workforce.

· Given supervisory human resources situations, the participant shall analyze HRM best practices in adhering to merit system principles and avoiding prohibited personnel practices to improve organization performance. (Merit System Principles and Prohibited Practices)

· Given a group of positions, the participant shall analyze HRM best practices in applying position management principles, leading to properly classified positions to achieve DoW’s mission. (Position Management)

· Given a staffing situation, the participant shall analyze HRM best practices in applying the most appropriate hiring authorities to initiate placement, fill, and recruitment actions to staff your workforce effectively and improve organization performance. (Hiring Principles and Authorities)

· Given a situation involving pay or compensation, the participant shall analyze HRM best practices in applying the flexibilities or limitations you have to fairly compensate, recruit, and retain a world-class workforce. (Workforce Compensation and Incentives)

· Given actual or potential EEO problems, the participant shall analyze HRM best practices to foster a work environment characterized by fairness, respect, and equal opportunity of employees, to maintain a healthy culture and climate. Fairness, Respect, and Equal Opportunity

· Given performance management situations, the participant shall analyze HRM best practices in planning, monitoring, and evaluating employee performance to maintain an engaged workforce. (Performance Management)

· Given potential Training, Education, and Professional Development (TE&PD)

· opportunities, the participant shall analyze HRM best practices to mentor and motivate the workforce in developing competencies, leading to improved performance and high productivity. (Mentoring and Motivating Employees)

· Given potential performance issues or misconduct, the participant shall analyze HRM best practices in preventing, addressing, and resolving performance issues and misconduct to effect mission accomplishment. (Handling Unacceptable Performance or Conduct)

· Given a labor-management relations situation, the participant shall analyze HRM best practices and procedures in balancing the rights of collective bargaining employees, unions, and management to minimize conflicts and effect mission accomplishment. (Labor-Management Relations)

The purpose of DLA Human Resources Management (HRM) for Team/Work Leads Training:

Learning Objectives:

The DLA Human Resource Management (HRM) for Team/Work Leads course is a mandatory course for all federal civilian workforce supervisors and managers Team Leads and Work Leads. It is expected that the Contractor shall be fully knowledgeable of the information provided in the course and shall not duplicate the information except for areas in which additional content and explanation is warranted due to the complexity of the information or its importance as a supervisory responsibility.

The DLA Human Resource Management (HRM) for Team/Work Leads Course shall provide interactive training covering the following specific objectives:

Course objectives:

This course will provide the participant with knowledge and skills they will be able to immediately apply and will address the following learning objectives:

1. Learn how to recognize, prevent, and address workplace violence.

2. Become familiar with the terms, concepts, and processes associated with discipline.

3. Become familiar with the terms, concepts, and processes associated with labor management relations.

4. Learn about the Alternative Dispute Resolution (ADR) process, some of its benefits, and many of the techniques and methods used in the ADR process.

The purpose of Transition to Manager training:

Learning objectives:

The Transition to Manager training is mandatory for all federal civilian workforce supervisors and managers It is expected that the Contractor shall be fully knowledgeable of the information provided in the course and shall not duplicate the information except for areas in which additional content and explanation is warranted due to the complexity of the information or its importance as a manager responsibility.

The Transition to Manager Course shall provide interactive training covering the following specific objectives:

Course objectives:

1. Assist in making a smooth transition into the managerial role

2. Define a manager’s responsibilities

3. Explain the difference between a supervisor’s responsibilities and a manager’s responsibilities

4. List the attributes of successful managers

5. Identify a manager’s leadership role within your agency

6. Apply strategic thinking to the planning of your unit’s work

7. Describe what good customer service means in your role as a manager

8. Organize your units’ work to accomplish your organization’s mission

9. Apply decision-making and prioritization tools

10. Assist you to supervise supervisors

11. Assist you to serve a leadership role as a follower of senior management

12. Explore new ethical issue that you might face as a manager

13. Assess your own managerial skills and start a personal development plan

3.6 Course Modules and Topics:

3.7.1 Applied HRM:

The outline below represents the topics by day that shall be covered in the course. Refer to the Facilitator Script and Session Planner for a detailed agenda. This outline is not intended to be all-encompassing, but rather reflect those topics required for inclusion.

Day 1:

· Pre-Assessment

· Merit System Principles and Prohibited Practices

· Position Management

· Hiring Principles and Authorities Day 2:

· Workforce Compensation and Incentives

· Fairness, Respect, and Equal Opportunity

· Performance Management Day 3:

· Mentoring and Motivating Employees

· Handling Unacceptable Performance and Conduct

· Labor-Management Relations

· Post-Assessment

3.7.2 HRM Refresher:

The outline below represents the modules and topics that must be covered in the course. This outline is not intended to be all-encompassing, but rather reflect those topics required for inclusion.

Position Management:

· Recap from HRM Phases I and II (overview of classification, position management)

· Discussion: How does this affect you? (Significance of position management and your role

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Discussion: What’s your classification system?

· Identifying your position needs (updates vs. new positions) and the needs of the agency (note: supervisors often create new Position Description (PD)s when existing PDs could have been used/revised)

· Case study: Given a scenario, determine whether it’s in the agency’s best interests for a new FWS or GS position to be created or an existing position be updated or reclassified.

· Overview of supervisory responsibilities in working with HR

· Group discussion: Given a scenario in which a new FWS or GS position needs to be created, interpret the agency’s needs and how to correctly identify duties and tasks for the PD.

Hiring Principles and Authorities

· Recap from HRM Phases I and II (staffing terminology, filling vacancies based on mission needs, merit system principles, considerations, employment options, how positions are filled (internal, external, mandatory placement)

· Discussion: How does this affect you?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Overview/recap of the importance of following these principles in staffing.

· Case study: Given a scenario, identify whether this is a prohibited staffing practice. If it is, identify what you might do differently.

· Recap of internal sources; why is this important to the supervisor?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Overview of the merit promotion process and why it’s most commonly used.

· Case study: Given a scenario, determine the appropriate internal hiring authority to fill a FWS or GS vacancy.

· Overview of external sources; why is this important to the supervisor?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Case study: Given a scenario, determine the appropriate external hiring authority to fill a FWS or GS vacancy.

· Overview of priority placement programs and how it affects the hiring process/the positions you’re trying to fill.

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Case Study: Given a scenario, identify how mandatory placement programs may affect filling a FWS or GS vacancy.

Pay Setting and Compensation

· Recap from HRM Phase I (overview)

· Note: Supervisors need to know only steps can be negotiated; incentives/pay/etc. are based on the Government’s need, not the selectees.

· Discussion: How does this affect you?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Overview of flexibilities and limitations of recruiting

· Case study: Given a scenario, interpret the pay-setting rules for a new appointee or the appropriate incentive used to recruit an employee for a given FWS or GS position.

· Overview of flexibilities and limitations of compensating (general)

· Case study: Given a scenario, interpret how movement between higher and lower graded positions can impact the compensation for a current Federal employee for a given FWS or GS position.

· Overview of flexibilities and limitations of compensating (travel and overtime)

· Case study: Given a scenario, interpret FLSA practices that apply to exempt and nonexempt employees for travel and overtime.

· Overview of flexibilities and limitations retention and incentives

· Case study: Given a scenario, interpret federal pay increases or the appropriate incentive used to retain an employee for a given FWS or GS position.

Fairness and Respect in the Workplace

· Recap from HRM Phase I Computer -Based Training (CBT)s (definition, importance)

· Discussion: How does this affect you?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Overview of practices to foster a work environment characterized by fairness, respect, and equal opportunity of employees.

· Common discrimination situations (overview) (poor personnel management practices, failure to respond to harassment, failure to accommodate employee’s religion, retaliation (reprisal), failure to accommodate qualified persons with disabilities)

· Discussion: How can you create and foster a healthy culture and climate?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Overview of discrimination (definition, prohibited discrimination, types (to include unconscious bias), examples)

· Common discrimination situations (poor personnel management practices, failure to accommodate employee’s religion, retaliation)

· Case Study: Given a scenario, identify possible unlawful discrimination against an employee and how to avoid it.

· Overview of Reasonable Accommodation (RA)(definition, types, examples)

· Common RA situation (failure to accommodate persons with disabilities)

· Case Study: Given a scenario, provide reasonable accommodation to an employee, as needed.

· Overview of harassment (definition, types, examples)

· Common harassment situations (failure to respond to harassment)

· Case Study: Given a scenario, address harassment in the workplace.

· Overview of discrimination complaint process

· Stages and procedures

· How to respond

Performance Management

· Recap from HRM Phase I (overview of performance management, DoD Performance Management and Appraisal Program (DPMAP) or other rating performance system requirements

· Overview of My Performance/basic functionality (from Phase I job aid)

· Discussion: How does this affect you?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Overview of planning (critical element, performance elements and standards)

· Special considerations (teleworkers, employees with disabilities)

· Case Study: Given a scenario, develop effective performance standards and elements for an employee.

· Overview of monitoring (keeping records, how you can help your employees, coaching)

· Discussion: Given a scenario, interpret appropriate monitoring and measuring of an employee’s performance.

· Overview of evaluating (preparing narrative statements, preparing and delivering the rating)

· Documenting effective performance and outstanding performance

· Case Study: Given a scenario, assess and evaluate an employee’s performance.

· Overview of recognition (types, reasons)

· Discussion: Given a scenario, determine the appropriate recognition for an employee’s performance.

· Overview of performance issues (conduct vs. performance, handling issues informally vs. formally.

· Case Study: Given a scenario, identify whether this is a performance or conduct issue. (below)

· Case Study: Given a scenario, address performance issues for an employee.

Training, Education, and Professional Development (TE& PD):

· Recap from HRM Phase I (TE&PD, supervisor responsibilities)

· Discussion: How does this affect you?

· How this affects our first-line supervisors

· How this affects our second-line supervisors/managers/senior leaders

· Overview (assessing needs, mission-related training, training types)

· Case Study: Given a scenario, assess and identify TE&PD needs of an employee.

· Overview (program procedures to develop plans)

· Discussion: Given a scenario, examine TE&PD opportunities and develop a plan for an employee, based on his or her needs.

· Overview (career programs and other types of training opportunities)

· Case Study: Given a scenario, mentor and motivate an employee to develop certain competencies, in a given situation.

· Final Assessment: Capstone Project

3.7.3 DLA Human Resources Management (HRM) for Team/Work Leads Training:

All Team/Work Leads will learn to:

• Describe and explain team and work lead roles and responsibilities.

• Describe and explain how to recognize, prevent, and address workplace violence.

• Describe and explain a team and work lead’s role in discipline.

• Describe and explain a team and work lead’s role in labor management relations.

• Describe and explain a team and work lead’s role in Alternative Dispute Resolution (ADR).

Team and Work Lead Competencies, Roles, and Responsibilities

· Transitioning from Employee to Team and Work Lead

· Team and Work Lead Leadership Competencies and Skills

· Training for New Team and Work Leads

· Team and Work Lead Positions

· Supervisory Indicator Code (SIC) Name and Explanation

· General Schedule (GS) Team and Work Lead Positions

· DLA Enterprise—Wide Team and Work Lead Elements

· Code of Ethics for Government Service—Public Law 96-303

· Ethical Action Test

· Self-Assessment

· Unit Summary Workplace Violence

· Overview

· Learning objectives

· DLA and/or all federal civilian workforce supervisors and managers Policy for your agency policy on Workplace Violence

· Team and Work Lead, Employee, and Supervisor Responsibilities

· Preventing Workplace Violence

· Addressing Workplace Violence

· Unit Summary Maintaining Discipline

· Overview

· Learning objectives

· Employee Assistance Program (EAP)

· Discipline Overview

· The Nature of Discipline

· Preventing Discipline Problems

· Dealing with Disciplinary Problems

· Types of Disciplinary Actions

· Grievances and Appeals

· Unit Summary Labor Management Relations Overview

· Overview

· Learning objectives

· Bargaining Unit

· Grievances

· Unfair Labor Practices (ULP)

· Collective Bargaining

· Unit Summary Alternate Dispute Resolution (ADR)

· Overview

· Learning objectives

· ADR Policy for DLA and/or policy for all federal civilian workforce supervisors and managers for your agency

· ADR Overview

· ADR Process

· ADR Process Benefits

· Capstone Exercise

· Unit Summary Personal Action Plan Final Self-Assessment

3.7.4 Transition to Manager: Functional areas to be covered.

The following topics, subject to changes by the Government, are to be presented:

Course Introduction

· Introductions

· Course Objectives Course Schedule Lesson 1: Your New Job: Managing

· Supervising Versus Management: What’s the Difference?

· Five Keys to Managerial Success

· Managerial Skills

· Lesson Summary Lesson 2: Leadership Skills

· Beyond the Basics: Management and Leadership

· Key DLA and/or all federal civilian workforce supervisors and managers Leadership Skills

· Mini-Case Studies

· Lesson Summary Lesson 3: Emotional Intelligence and Leadership

· Emotional Intelligence and Leadership: Stepping Out of the Day-to-

· Day

· Lesson Summary Lesson 4: Strategy and Planning: Stepping Out of the Day-to-Day

· Strategy: Definition and Importance

· Basics of Strategic Analysis

· Defense Working Capital Fund

· Strategic Analysis Team Exercise

· Lesson Summary Lesson 5: What Customer Service Means As a Manager

· Customer Service and You

· More on Customers

· Lesson Summary Lesson 6: Organizing Your Unit: Organizational Analysis and Decision- Making

· Organizational Principles

· Organizing Part II: Decision-Making

· Cost/Benefit Analysis and Multi-Voting

· Lesson Summary Lesson 7: Managing Down the Organization: Supervising

· Supervising Supervisors is Part of the Job

· Designing Performance Standards for

· Supervisors Performance Evaluation.

· Revisiting Delegation

· Conflict Management at the Manager Level

· The Importance of Supporting Your Supervisors

· Share Your Expertise: Serving as a Supervisor Coach and

· Mentor

· Special Topic: Mental Models and the Ladder of Inference

· Lesson Summary Lesson 8: Managing Up the Organization: Leadership as Fellowship

· A Special Case of Fellowship: Completed Staff Work

· Lesson Summary Lesson 9: Manager Values and Ethics

· Morale in the Organization

· Creating a Strong Ethical Culture

· Lesson Summary Lesson 10: Course Review, Personal Assessment and Developmental Plan, Course Closeout

· My Personal Development Plan

· Course Evaluation

3.7.5 At the completion of the session, all participants will be able to:

· Define a manager’s responsibilities

· Explain the difference between a supervisor’s responsibilities and a manager’s

· responsibilities

· Describe the attributes of successful managers

· Identify a manager’s leadership role within their agency

· Apply strategic thinking to the planning of your unit’s work

· Describe systems thinking and systems thinking methodology.

· Describe what good customer service means in your role as a manager

· Organize your units’ work to accomplish your organization’s mission

· Apply decision-making and prioritization tools

· Employ effective methods and skills in supervising supervisors

· Assist you to serve a leadership role as a follower of senior management

· Explore new ethical issues that you might face as a manager

· Assess your own managerial skills and start a personal development plan

3.8 Level of Performance:

The Contractor shall ensure training materials measure student capabilities through structured instruction, individual and team exercises, active class participation, case studies, written questions, and simulations. The Contractor shall recommend training approaches and techniques based upon Government requirements; however, the Government shall have the final approval on all recommendations. The Contractor shall explore emerging learning technologies, where appropriate, in updating course materials.

The Contractor shall ensure that the class meets for the specified number of hours and that class starts on time. The Contractor or instructor shall provide a sign in sheet for in-person classroom offerings, or a roster for virtual offerings showing all students attending the training to the Government program manager, COR, forward presence, or the DLA representative they work with in the delivery of the training within five calendar days at the conclusion of each session. The Contractor shall ensure that each student reporting for class attends all class sessions. The Contractor shall report any student not attending the full class to the Government program manager. The Contractor shall ensure that class resumes promptly after breaks and lunch periods. The Contractor shall conduct the class in a professional manner that encourages participation and class questions. The Contractor shall present the training materials provided to them by the government.

A Government-developed evaluation form shall be launched in LMS to the students after course completions are filed in the Learning Management System.

3.9 Deliverables:

The deliverables shall include (but are not limited to) the following items associated with the design, development, evaluation, and delivery of the course and course materials. Please note all material listed below the government shall provide but the contractor shall comply the requirement listed below

· Recommendations/reports concerning the length, media to be used, content, availability/applicability of existing courseware/materials (e.g. off-the-shelf commercial products or courses already developed by/for Government agencies)

· PowerPoint slides

· Participant workbooks/manuals, which shall include a copy of the slides/overheads shown in the course with area for notes

· Case studies, experiential activities, group exercises, written questions and other course handouts and materials that have been customized for all federal civilian workforce supervisors and managers environment (both “white collar” office environments and “blue collar” warehouse environments)

· Supplementary materials provided to Learning, Development & Readiness (LDR) to enhance course content.

· Tests and other student assessment instruments

· Pilot session(s) (with pilot unit-by-unit evaluations)

· Course delivery including administration.

· In-process review reports and periodic telephonic meetings (as needed)

· Instructors shall provide students with written copy of standards of conduct on first day (provided by government).

· If LMS application is unavailable to students, the contractor shall collect data from the attendees on a government provided form for that particular course at the end of the session for evaluation purposes (see Paragraph 4.4).

· The contractor shall provide the Program Manager/COR with an electronic copy of the completed course roster the last day of course completion. When present on site, the instructor shall provide the roster to a member of the Forward Presence team or Training Coordinator on the last day, on request.

3.10 Ongoing Reviews and Issue Resolution:

Following contract award, an in-person review shall be conducted between the Contractor and Learning, Development & Readiness (LDR) Program Manager discuss preparation for pilot course delivery and any issues or concerns related to the project. The government shall have the ability to hold periodic face-to-face performance reviews as needed to address issues pertaining to instructor course evaluations.

4.0 Course Instruction and Delivery:

· Contractor shall ensure that the learning objectives are adequately/accurately addressed in the lessons.

· Contractor shall incorporate industry-accepted, state-of-the-art, learning strategies such as (but not limited to) brain compatibility, learning styles, and experiential learning into each lesson.

· All Government revisions shall be incorporated into the materials/handouts no later than (NLT) 15 calendar days prior to the class start date.

· Participant Manuals shall be compiled to facilitate updates and shall include a copy of all slides used in the course.

4.1 Pilot Session:

4.1.1 Applied HRM

· Contractor shall conduct one pilot offering of the course.

· Contractor shall provide all necessary qualified instructors and any necessary supplemental materials for the delivery of the pilot session, subject to Government approval.

· Government representatives shall attend a pilot session to observe and evaluate the instructors, presentation, and materials for quality assurance purposes.

· A review discussion between the instructors and Government representatives shall be scheduled immediately following the piloted session.

· Following the pilot session, the vendor shall provide all suggested revisions to course content and/or materials to the Government within 15 calendar days prior to start date of the next session. Based upon the Government's assessment of the pilot class, as well as the Government's review of any revisions suggested by the vendor, the Government shall revise course content and materials as necessary to be finalized before the next session is hosted.

· The course pilot shall be conducted virtually.

4.1.2 HRM Refresher:

· Contractor shall conduct one pilot offering of the course.

· Contractor shall provide all necessary qualified instructors and materials for the delivery of the pilot session, subject to Government approval.

· Government representatives shall attend a pilot session to observe and evaluate the instructors, presentation and materials for quality assurance purposes.

· A review discussion between the instructors and Government representatives shall be scheduled immediately following the piloted session.

· Following the pilot session, the vendor shall provide all suggested revisions to course content and/or materials to the Government within 15 calendar days prior to start date of the next session. Based upon the Government's assessment of the pilot class, as well as the Government's review of any revisions suggested by the vendor, the Government shall revise course content and materials as necessary to be finalized before the next session is hosted.

· A pilot of the course shall be conducted in Columbus, Ohio. If conducting the pilot on site in Columbus is not possible, it may be conducted virtually.

4.1.3 DLA Human Resources Management (HRM) for Team/Work Leads Training:

· Contractor shall conduct one pilot offering of the course.

· Contractor shall provide all necessary qualified instructors and any necessary…