PWS_.pdf

PWS – DLA J1 Applicant Management System Page 1 of 14

Performance Work Statement (PWS)

For

Electronic Applicant Management System Subscription Service

Prepared by:

Defense Logistics Agency, Human Resources Operations, J1 Targeted Recruitment, DLA Customers 3990 E. Broad St.

Columbus, OH 43213

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TABLE OF CONTENTS

SECTION 1: TARGETED RECRUITMENT PROGRAM (TRP) OVERVIEW

SECTION 2: ELECTRONIC APPLICANT MANAGEMENT SYSTEM SCOPE

SECTION 3: TERMS AND DEFINITIONS

SECTION 4: TECHNICAL REQUIREMENTS AND CAPABILITIES

SECTION 5: IMPLEMENTATION

SECTION 6: ADMINISTRATION AND MANAGEMENT

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SECTION 1: TARGETED RECRUITMENT PROGRAM (TRP) OVERVIEW

A. Introduction:

1. The Defense Business Board (Board) for Talent Management, Culture, & Diversity Advisory

Subcommittee (Subcommittee) released a Fiscal Year 2023 report titled the “FY 2023 Assessment of the Department of Defense, building a Civilian Talent Pipeline” as an independent report (the report), dated 30 March 2023.

2. The Director of DLA Human Resources (J1) developed the Targeted Recruitment Program (TRP) to both implement the recommendations of the report as well as to address previously recognized challenges with today’s competitive job market and the need for a modernized recruitment approach. The TRP is essential to enable DLA to attract top talent, improve efficiency, and enhance its reputation as an employer of choice.

3. DLA Customers, an office of J1 Human Resources Operations (HRO), is tasked with achieving the

TRP’s mission. DLA Customer’s Targeted Recruitment (J1TR) team specializes in recruitment, marketing, and employment market analysis. These specialists identify current and modernized future recruitment practices geared toward driving top talent to DLA vacancies.

4. To this end DLA Customers requires a human resources (HR) subscription software service that provides capabilities to enable DLA to attract, hire, and retain qualified and skilled talent for the agency from both within and outside of the federal government.

B. The Targeted Recruitment Program’s Five Strategic Goals:

1. Increase DLA’s Name Recognition: A strong brand plays a vital role in attracting high quality candidates, enhancing public perception, and fostering trust with qualified applicants and customers. Increasing brand visibility will reinforce DLA as an employer of choice especially when competing with other federal agencies and private sector organizations in attracting candidates. This will ultimately give DLA a strategic advantage during the recruitment process.

2. Educate the Workforce: Educating a workforce on recruitment strategy development can lead to more effective, efficient, and strategic hiring processes. It empowers employees to contribute to talent acquisition efforts and aligns the recruitment process with organizational goals and values, ultimately benefiting the Agency’s long-term process.

3. Identify Candidate Criteria: To accurately cater to the Agency’s recruitment initiatives, identifying candidate criteria will assist in promoting alignment, efficiency, fairness, and overall hiring success.

It enables stakeholders to make informed decisions and build a workforce that is better suited to achieving its overall mission. Closing skill gaps and exercising the appropriate hiring authorities is a major objective for DLA.

4. Build a Diverse Talent Pipeline: Reassessment of current approaches and implementation of new techniques will enhance the Agency’s competitiveness within the hiring market. Implementing a talent pipeline provides structure and an organized approach to managing different stages of the recruitment and selection process.

5. Strengthen Outreach: Proactively engaging potential candidates can foster diversity, build a strong employer brand, and ensure access to a broader and more qualified talent pool. Building a strategic approach through modern outreach recruitment techniques can enhance the candidates experience, while incorporating tactics to better serve stakeholders in their acquisition endeavors. Equipping

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SECTION 2: ELECTRONIC APPLICANT MANAGEMENT SYSTEM SCOPE

A. The scope of this new requirement is for a FedRAMP (https://www.fedramp.gov/) certified human resources software service to source, assess, cultivate, and recruit new employee talent under the

Defense Logistics Agency’s Targeted Recruitment Program.

B. Under this high-yield talent acquisitions service requirement, DLA requires access to a human resource software platform that includes the following integrated functionality:

1. Applicant Sourcing: An established database of prospective applicants for the Agency’s various job opportunities and experience requirements shall be available to DLA. DLA shall be able to use this established database to develop a repository of interested prospects outside of USAJOBS, and to replenish interest within it. This database shall provide access to underrepresented groups, students, and entry level positions (up through GS-11, and up through WS-5).

2. Customer Relations Management (CRM): A CRM system to communicate with a talent pipeline about job opportunities, the hiring process, and referrals from a repository of prospects, qualified candidates, as well as employees who have opted in for further post-hire communications.

3. Event Management: The capability to prepare and manage DLA-branded events, from start to finish, and for in-person, virtual or hybrid audiences. The platform shall enable DLA to reach a market that is not currently aware of federal opportunities, a worldwide transitioning military audience, and to generally build a talent pipeline.

4. Resume Repository: A resume repository for candidates who are interested in federal employment.

These resumes shall be sourced from events held by DLA, other federal departments or agencies, and other institutions external to the federal government. This repository shall be made available to

DLA HR and hiring officials for communication, qualification, application, and direct hire selection for direct hire and non-competitive authorities.

5. Marketing: Marketing capabilities to include the development of a marketing campaign; the creation and maintenance of a landing page; general communications such as application invites and calls to action; job postings; developing job interest; and redirect to other supporting pages such as the DLA Careers website, DLA job announcements on USAJOBS, and social media pages. This platform shall have communications templates that address each of these needs so that HR or hiring officials will not have to draft messages for each communication or campaign.

6. Job Posting: A job posting functionality that satisfies the requirements of both positions requiring public notice and those that do not. For positions that require public notice, the platform shall be able to satisfy the need through job posting options available to the public. For jobs that do not require a public notice and can be utilized for direct or non-competitive hiring authorities, the job posting option shall serve to attract talented applicants and move through qualifications, interviews, and selections outside of USAJOBS. The platform shall require an auditable process that includes provided documents required during the HR Audit process to validate legal and ethical recruitment and hiring practices (e.g., resumes, supporting documentation, military records, etc.). The platform shall be required to match the USAJOBS application and selection process as closely as possible while maintaining a positive candidate experience capability and operate separately from the https://www.fedramp.gov/

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USAJOBS system.

7. Training: Training on how to use the platform for DLA HR administrative employees, DLA Hiring

Managers, and DLA Recruiters. For HR administrative employees the platform shall come with at least one initial instruction session to provide new administrative users a level of knowledge and functionality necessary to use the platform and know how to seek assistance when needed. Other staff, such as hiring managers and the Agency’s Recruitment Cadre Representatives, that do not perform HR functions outside of sourcing shall have access to basic training such as how to review resumes assigned to them or acquired from events, how to request HR service support for candidate qualifications, and interview capabilities.

8. Access to Data: Access to raw data from the platform to enable DLA to formulate metrics in the areas of:

a. Staffing in support of defense readiness,

b. Diversity and inclusion measures,

c. Recruiting effectiveness (yield by technique),

d. Cost-per-hire

e. Fill rates as an input to internal or external agency recruiting decisions

f. Sourcing channel effectiveness

g. Candidate and hiring manager satisfaction with the hiring process

h. Candidate satisfaction of the onboarding process

i. Critical occupations retention rates over the first three years

j. Top reasons employees quit (from exit interviews)

k. Quality of hire

l. Recruiting funnel effectiveness: time-in-step; number of qualified applicants; time-to-fill/hire

m. "Hiring velocity" (% of jobs filled on time)

n. Readiness/skills gap

C. DLA requires all functions and capabilities to be available immediately for access and use. Talent pools that must be built take time to develop, thusly delaying the talent pipeline needed immediately to improve the process of sourcing, qualifying, and hiring eligible candidates.

D. The functions listed above are essential components of DLA’s Targeted Recruitment Program. These functions are interdependent and complimentary of each other. A consolidated platform for recruitment tracking, Customer Relations Management, resume repository capability, communications, marketing, and events management is essential to allow DLA Human Resources Operations, DLA Customers to execute, capture, and continuously monitor and reassess all recruiting efforts both internal and external to the Agency.

E. Period of Performance: The period of performance for this order is from the date of award for 1 year with the option to extend services for 4 option years.

SECTION 3: DEFINITIONS

A. This document includes language, both technical and programmatic in nature, that is specific to this requirement. For the purposes of this document, the words and terms below are defined as follows:

Active Candidate – a person who has applied to a job opportunity without recruitment

Applicant – any person who was a prospect, candidate, and affirmed interest by applying to a position or responded to a request to be considered for filling a position

Applicant Management System – a software application or subscription that enables electronic management

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Applicant Workflows – the steps involved in taking the applicant from consideration to hire, including qualifications and eligibilities

Candidate – any person who may be minimally qualified for consideration to fill a position; may or may not have affirmed interest or applied

Candidate Experience – the perceptions of the candidate through the recruitment and hiring process that can either ensure or deters their interest in employment

Customer Relations Management (CRM) – a system or process to communicate to the needs, wants, or interest of a person or group of persons; candidate relations management within talent acquisitions;

affects the candidate experience

Lead Generation – input responses from communications designed to gather prospective candidate data and interest in further contact or application to job opportunities

Outreach – the efforts to gain interest through communications to educate and entice prospective candidates; operational process to reach new talent pools

Over Hire – the authorization to create an additional vacancy for a position that is currently filled under the same position identification code

Passive Candidate – a person who may be minimally qualified but is not aware of the agency or their job opportunities

Prospect – a potential candidate, not yet determined to be a candidate, nor an applicant, based on the lack of affirmed interest or qualifications

Recruitment Cadre – individuals that support the recruitment processes within their prospective activity and serves within the Working Group for assessment and development of such processes

Recruitment Partnerships – the formal or informal agreement between two parties, one being the agency, that engenders and cultivates employment interest

Screening – the review process that involves minimal qualification determination; the process that develops a talent pipeline

Sourcing – the search for talent in talent pools; use of keywords, position titles, locations, and other criteria are used to sort prospects into a focused talent pool

System Integration – technical communication process between two or more systems that enables data transfer from one system format to another

Skills Gap – the positions that are vacant across the agency that has a need to be filled in reference to readiness

Talent Acquisition – the full spectrum operations in which recruitment, communication, and branding efforts are included

Talent Community – the totality of personnel involved in the hiring process within the agency, regardless of which level of support they are assigned; includes Human Recourses, Hiring Managers and

Supervisors, Executive Leadership, etc.

Talent Pipeline – a talent pool of qualified candidates that may be contacted or considered for a position for which they were previously qualified

Talent Pool – a large source of prospects to be reviewed for qualifications and eligibility; may or may not be an applicant for one or more positions in which they are being reviewed

Targeted Recruitment – the efforts to actively seek qualified candidates to meet the current and future needs of the agency; the program for which the agency has developed the deliverables for recruitment and outreach

Time to Fill – the processing time to fill a vacancy, from identifying the need to the hire’s entry on duty

(EOD) is completed, where the clock starts when a valid RPA for recruit and fill is initiated

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Underrepresented Groups – any population group who holds a lower representation to the relevant demographic represented in the general population; usually includes education level, race, gender, and/or socioeconomic status

Vacancies – funded positions that are not occupied by an employee or obligated to an individual or may be authorized for over hires

SECTION 4: TECHNICAL REQUIREMENTS AND CAPABILITIES

The Awardee shall provide an electronic recruitment, applicant, and hiring selection tracking system that automates recruitment and hiring processes. These processes include, but are not limited to, the use of multiple direct or non-competitive hire authorities with different rule sets; date-specific, in-person, virtual and hybrid hiring events; ongoing, one-time, time-limited, or long-term announcements, while simultaneously populating a database of candidates that can be data mined (e.g., by occupation or eligibility for special hiring authority).

A. The electronic system shall integrate with the current federal job posting system, USAJOBS, for positions that require public job postings and notices. For positions that do not require public postings, the applicant management system will be required to transfer, either automated or manually, the supporting auditable data for processing within USA Staffing (USAS) to a vacancy attached to a request for personnel action (RPA) requested in USAS for by-name-fills. The Production Management team will be the point-of-contact (POC) for manual or integrated data transfer protocols for applicants to be processed for hire.

B. The applicant management system shall provide the following services:

1. Events Management, CRM, and Job Posting:

a. Event Registration, Communication, and Job Posts i Capability to send emails and SMS before, during, and after events to relevant talent pools, specific groups within talent pools, or individuals with marketing material or other custom communication

1. Send up to one hundred thousand (100,000) messaging template or custom SMS messages per event containing a keyword that candidates can text to receive a specific link or general information

2. Customizable internal (event staff) and external (candidate) email and SMS.

3. Customizable “reply to” and “send from” email address for system generated emails and SMS ii Capture candidate data in job post applications, including customizable data fields for data mining purposes, and documents (e.g., resumes, transcripts) prior to, during, or following an event.

iii Branded pre-registration

b. Event Process Management i Event calendar ii Staff scheduling and task delegation iii Pre and during event interview scheduling and management iv Staff survey for event feedback and custom branding for unique environment v Configurable candidate intake forms (candidate profiles) vi Configurable candidate evaluation (staff review of candidates, tracking on-the-spot offers) vii Capture and store candidate documents such as transcripts and resumes linked to that candidate profile viii Real time data available

PWS – DLA J1 Applicant Management System Page 8 of 14 ix Application compatible with current and older versions (the last three major releases) of

Windows or mobile OS (e.g., if the current version is 12.x, then the app shall support

11.x and 10.x).

x Application offline mode to support efforts when internet is not available or functioning xi Use for at 30 events during the first year, with the opportunity to increase the number of events as needed to 40 or more for additional years.

c. Staff Management i Assign staff to events ii Staff email communication iii Customizable staff profiles iv Ability for different user access and permission levels (i.e., admin management, admin user, staff user) v Ability to see data on number of events and staff attended and system activity for staff individually, by group, by event, or cumulatively

d. Post-event and Reporting i Event and candidate data manipulation, organizing, filtering, exporting ii Ability to easily schedule “next day” individual or group interviews with the mobile app or online dashboard iii Interactive dashboard – track candidate outreach from an interactive and robust dashboard.

iv Export data for in-depth reporting and for integration to other internal systems (i.e. pdf, xlsx) v Ability for pre-defined reports for users and administrators vi Provide real-time reporting via graphical and configurable dashboards based on user roles or informational needs vii Dashboards accessed via a web browser and mobile device viii Ability to perform trend analysis ix Ability to support business analytics (business intelligence tool)

2. Sourcing and Repository:

a. Populating Database i Active and passive candidates interested in employment with DLA can respond to links to time-limited or long-term announcements, on the external job posting page or

USAJOBS, and upload their data and documents and complete system generated customizable questionnaire, answers to which provide data mining capabilities. The following types of questions can be asked:

1. yes/no,

2. select one,

3. select all that apply,

4. multiple choice/ multiple answer ii View of some candidate responses can be limited by role iii Some candidate responses can be viewed only in the aggregate rather than per candidate

(ex: candidate demographic data) iv Candidate questionnaires can be built in Microsoft Word and uploaded into the system using prescribed formatting schematics that enable datamining capability of responses v Candidates registering for in-person, virtual, or hybrid job fairs will automatically be added to the database unless candidates opt-out during registration vi Ability to leverage a Talent Community so passive candidates can provide DLA with their contact information without applying to a job vacancy

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b. Managing Database i System will generate automatic email and SMS every year (ex: 1 year from the date the resume was last updated)) to candidates requesting updated information to remain in the system for hiring manager searches ii Candidates can be manually archived, deleted, or made not searchable (e.g. applicant asks to be removed from the database). If this occurs, remarks will be required as to why iii Candidates can request from the system a link to update their data or documents in the system, which will not require manual intervention. If a candidate submits new or additional documents, the system will indicate to the candidate that the new submission will override the previous submission iv Storage of historical data regarding any action taken in the system, by which role, and which user will be automatically generated by the system in real time v Ability to categorize candidates for future recruitment and hiring actions vi Ability to pre-screen candidates and assess candidate resumes vii Separate current employees from potential candidates viii Viewing all candidate activity history ix Categorizing and search resumes based on metadata x Categorizing candidates using applicable metadata and candidate profile xi Import and source candidates from job boards xii Assigning candidates action directly to an individual or group xiii Uploading bulk records

c. Using Database i Send up to one hundred thousand (100,000) messaging templates or custom SMS messages to prospective applicants with information that driving interest for new or future opportunities as well as ongoing communication to establish, build, and maintain rapport for the candidate experience/customer relations management ii Lists of qualified candidates can be generated and viewed in the system or exported in a sortable format (e.g., excel). Export data for in-depth reporting and for integration to other internal systems (i.e. pdf, xls) iii Ability for pre-defined reports for users and administrators iv Candidate data manipulation, organizing, filtering, exporting v Ability to easily schedule “next day” individual or group interviews with the mobile app or online dashboard vi Interactive dashboards for hiring managers, AOs, HR roles and other designated roles – track candidate outreach from an interactive and robust dashboard vii Applicant workflows – configure and track the candidate’s life cycle from first touchpoint until on-board. The applicant workflows to align with specific business process and needs viii Provide real-time reporting via graphical and configurable dashboards based on user roles or informational needs ix Dashboards accessed via a web browser and mobile device x Ability to perform trend analysis xi Ability to support business analytics (business intelligence tool) xii Candidates can be marked by certain HR roles as previously determined by local HRO to be tentatively qualified for a specific series and grade.

1. This demarcation can be seen by hiring managers on the list of candidates that meet the search criteria

2. Hiring managers can request the local HRO review specified candidates to determine tentative qualifications for a specific series or grade in the system, which will generate an automatic email to the specified individuals in the HRO with a link to the candidate’s data and documents

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d. Sourcing and Lead Generation i Capture passive candidates from career sites, social media, digital marketing/advertisements, print advertising ii Pull candidates from LinkedIn

3. Branding and Marketing

a. DLA style guide and instances as approved by the appropriate agency department.

C. Support, Maintenance and Training

1. Provide services supporting the implementation of the applicant management system, including support for account set-up, access to training services and materials, and initial customization of the

ATS for DLA until the platform is successfully launched and accepted by the customer

2. Conduct two in-person training events, at a minimum, and provided associated training materials, as well as unlimited virtual on-demand training for administrators and end users (scheduled at customer’s request as needed)

3. Customers notified of upgrades/updates to the system

4. Ability to load content from legacy system

5. Ability to notify users of major events (e.g. scrolling banner, global billboards)

6. Provide technical support via phone or email

7. Provide professional services during implementation (asset management, service level management and service catalog); includes workshops, best practices, and documentation

D. Security Requirements

1. Information within the system is not classified. No security clearance is required for access to information in execution of the work described herein

2. Data stored in this system may include information covered under the privacy act and shall be protected in accordance with PII guidance and associated security controls to the greatest extent possible

3. In accordance with Federal, DoD and DLA policy, this system shall be certified and ultimately hosted in a FedRAMP approved hosting facility. The vendor shall be responsible for coordinating

FedRAMP approval of the application and shall assist the Government in testing and migration of the system to a DLA approved Information Level 4 (IL4) FedRAMP hosting facility when made available by the Government. Efforts to apply and maintain relevant NIST 800.53 security controls and test the fielding of the system in this environment shall be included in the total service cost.

Electronic system must comply with NIST SP 800-171 by 1 April 2024 and be approved by CACI and Government representatives. Provide plan of actions and dates by 1 March 2024 to achieve

NIST compliance.

4. Ability to audit logs and report on user account activity, rights, and privileges

5. Ability to meet backup, restore, high-availability and disaster recovery requirements

6. Ability to restrict access to reports by role

7. Ability to configure account expiration information and session timeouts after a predetermined amount of inactivity.

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E. All functions and capabilities shall be available immediately for access and use.

SECTION 5: IMPLEMENTATION

A. Implementation: Implementation should start within 30 days from contract award. Required date of full operational capability (FOC) of system, workflows, etc., is 1 June 2024, in alignment with the administrative, management, HR/recruiting teams, and other staff training as listed in Section 6, B.

B. The applicant management platform will be implemented in phases to ensure it is working effectively.

Phases will be evaluated for a period of 60-90 days and may be subject to change.

1. Phase 1 – Veteran, Military Spouse, Individuals with Disabilities, Student Programs: This phase will gather resumes from interested applicants under the special, direct, or non-competitive hiring authorities.

Candidate contact information will automatically populate the contact management database which can be used to identify potential candidates for DLA vacancies. An automated email template will be sent confirming receipt of their resume. Additional emails will include Federal Resume Writing Tips, Special

Hiring Authority information, upcoming webinars, job fairs, etc.

2. Phase 2 – Other activities within DLA with embedded recruitment personnel: This phase will gather resumes from interested applicants from attended or scheduled to attend events. Prospect contact information will automatically populate the contact management database which can be used to identify potential candidates for DLA vacancies. An automated email will be sent confirming receipt of their resume. Additional emails will include Federal Resume Writing Tips, USAJOBS and the Federal

Application Process, upcoming webinars, job fairs, etc.

Note: These processes may require a system integration, or a prescribed manual processed dependent on if such an integration exists. Please see Systems Integrations in Section 5, D.

C. DLA Brand Integration: The J1TR Marketing and Social Media Specialist, PAO, and the J1 Strategic

Communications and Content Specialist will gather and provide any required graphics, color schemes, and typeface (Branding Standard) for landing, splash and/or job posting pages to build the Agencies brand into the candidate experience and application management process.

D. Systems Integrations: If applicable, any system integrations required for the secure data transfer between systems (e.g. USAJOBS and the applicant management system subscription) for candidate resumes, contract information, and any other demographics and metrics associated with their processing as an applicant.

E. User Training: Training must be conducted at the appropriate levels for all users and should be conducted across a 90-day period that aligns with the user implementation periods as defined below. The administrator, management, HR/recruitment team, and staff training must occur before or no later than 15

May 2024 to meet the FOC schedule.

1. Admin Training: Administrative and management personnel will require training within the first 30 days of the implementation date, currently expected no later than 1 May 2024. Training will include all functions and support elements of the platform and servicing support team capabilities. The target audience for this training is the DLA J1TR Program Team and HR Leadership involved with the maintenance, support, and troubleshooting of the system during normal use.

2. HR Training: The Human Resources/Recruiter function training will be required with the first 45 days of the implementation date, currently expected no later than 15 May 2024. Training will

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Note: HR training may be provided in conjunction with and at the time of the Administrative

Management training if a clear definition of function and access levels can be provided to all staff as applicable. The Target for this training is select Administrative Management staff, the Customer

Account Managers, and Human Resources Supervisors/Leads for each activity.

3. Staff Training: All other staff, including agency representatives and hiring managers, will require training within the first 60 days of the implementation date, currently expected no later than 31 May

2024. Training will include event management, resume review, interview, and qualifications functions, as well as HR, administrative and servicing support team capabilities. This training will be conducted as train-the-trainer from DLA Targeted Recruitment Program staff to DLA staff. This training is targeted to the end users (e.g., Hiring Managers and Officials, Recruitment Cadre

Functional Representatives, and other non-administrative staff.

SECTION 6: ADMINISTRATION AND MANAGEMENT

A. System Administration:

1. Provide support and sustainment for all recruitment events held under the contract.

2. Authorized users: Provide role-based “seats” (access) to authorized users such that certain users have full read, write, and edit functionality (administrative users) while other users have read only or task assignment functionality (staff).

B. User Access and Permissions: Personnel will require the appropriate access to the system, for which will fall into no less than three levels listed below. If additional accesses are required, the administration and management team will work with the servicing support team to develop those accesses.

1. Administrative (Management) Access: Administrative and management access will be granted to the Targeted Recruitment Program Manager (PM), Recruitment Program Analyst (RPA), Marketing and Social Media Specialist (MSM), Labor Economist (LE), the Operational Management

Supervisor (“Supervisor”), and any other levels of leadership as requested by the Supervisor.

2. Administrative (HR/Recruiter) Access: Administrative Recruiter access will be provided to all HR staff that supports the sourcing, qualification, and eligibility of prospects, applicants, and candidates throughout the talent pipeline. These personnel include but are not limited to the HR Servicing

(HRS) teams, Customer Account Managers (CAM), and Production Management (ProM) teams.

3. Staff Access: Hiring managers (HM) and agency representatives (Cadre) that require access to attend events, review resumes, schedule or conduct interviews, or request qualifications and eligibility will require not administrative user access.

C. Reports: Each quarter, DLA program management will pull data for a spreadsheet listing the metrics as applicable to Section 3 paragraph E. This spreadsheet will list the agency activity, location, series, and grade for every filled position using the subscribed service, as well as click count and engagement data for job postings, and participant data from the events management platform.

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D. Tracking: The vendor shall manage, track, monitor, and provide a report for the metrics as applicable in

Section 3 paragraph E, as well as respond to requests for cumulative and singular data reports from the

DLA program managers and/or DLA COR on a regular (monthly) and periodic (as needed) basis.

E. Meetings:

1. Within one month of contract award date, the DLA program manager will conduct a start-up orientation session with the vendor, Program Manager, and the J1 Human Resources (HR)

Integrated Recruitment Working Group (HRIR). On an ongoing basis, the DLA program manager, vendor program manager, and any other necessary government or contractor representative will meet as needed, by telephone at a pre-determined day and time, for a status check of approximately

1 hour in length. This status check will focus on how the platform configuration is working, adjustments needed, problems encountered by the team, and other similar matters.

2. Quarterly Internal Process Reviews (IPRs) of 1 hour in length will be arranged and conducted by the DLA program manager with the vendor program manager, the program team, and the Director, Human Resources (J1).These IPRs will give the DLA program manager and leadership an opportunity to discuss the platform configuration, processes, recommended adjustments, general progress of HR supervisors and service teams, and common trends or patterns emerging through the contracted platform. The DLA program manager will utilize the IPRs to share information on DLA and invite DLA leaders to dialogue with the program team and build their joint knowledge and understanding.

F. Training: Within 10 workdays after contract award, the contractor shall provide the DLA program manager and COR with tentative training dates for the three levels of access users. These trainings will be provided to DLA employees once the DLA program manager approves the training dates and criteria.

The vendor will conduct no less than two trainings upon implementation, and additional training as required by the DLA program management as indicated in the contract.

G. Performance Based: This is a performance-based service contract.

H. Government Responsibility: The Government will furnish recruitment and outreach guidance and guidelines to DLA leadership, the program management team, and HR servicing teams, and provide the format for monthly reporting. DLA program managers will provide HR supervisors and servicing teams with program developments and training dates, as needed, to assist with building the talent pipeline, i.e., DLA regulations, policies, communication documents such as mission, goals, and objectives. Contact will be initiated via email by the DLA program manager to schedule initial session with HR supervisor/teams and agency staff. The hiring and cadre staff will receive training from DLA J1 HRO staff in the J1TR office. The DLA Cadre, HR/CAM will utilize government phone lines or the J1TR email box J1.DLACust.TargetedRecruitment@dla.mil to contact the DLA program manager. No telephone or cell phone costs will be reimbursed to the vendor or DLA employees. Communication of these processes will be shared with the integration team so that they can advise and assist in developing the parameters of use as applicable to the appropriate levels.

I. Point of Contact/Government Representatives:

Brent Ty Redmon

DLA (J1) Human Resource Operations, DLA Customers Address:

DLA (J1) Human Resources, DLA Customers Attn: DLA Targeted Recruitment, Room 1559 8725 John J Kingman Rd, Fort Belvoir, VA 22060 Phone: (571) 767-0412 mailto:J1.DLACust.TargetedRecruitment@dla.mil

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Email: brent.redmon@dla.mil

Contracting Officer:

Iván J. Badillo

Phone: (614) 692-4871

Email: ivan.badillo@dla.mil

J. Post Award Conference: The selected service provider will be required to attend a post-award conference, to be held over a federal government-compatible virtual platform, prior to the commencement of the service. The purpose of the conference is to highlight essential requirements, coordinate implementation timelines and answer any questions the service provider may have prior to commencement of work. During the period between the decision announcement and the conference, the service provider should submit any questions in writing to the DLA Program Manager. The DLA program manager will arrange with the service provider as to the time, date, and location of the conference.

K. Service Subscription Based Contract

1. This requirement is for a subscription-based contract.

2. Only the Contracting Officer has the authority to make changes to the terms and conditions of the contract.

L. Common Access Cards: Vendor will not require Common Access Cards to be able to perform.

M. Service Contractor Report (SCR) FAR 52.204-14

The contractor shall report all contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Defense Logistics Agency via a secure data collection site.

Reporting input will be for the labor executed during the period of performance during each Government fiscal year

(FY), which runs October 1 through September 30. While inputs may be reported any time during the FY, all data shall be reported no later than October 31 of each calendar year.

Steps for Submitting a Service Contract Report (SCR)

• Go to www.sam.gov and log in.

• Select Entity Registrations and then select Service Contract Reporting.

• SAM displays your entities which have service contracts and meet the reporting criteria. Select View by entity to see the service contracts for each entity.

• Next, select Add for the service contract against which you want to create a Service Contract Report. Each service contract which meets the FAR Subpart 4.1703 reporting thresholds is displayed.

• You will be taken to the Complete Service Contract Report page. SAM displays the contract details and allows you to report. You are required to enter the following information:

• Total Amount Invoiced: Total dollar amount invoiced for services performed during the previous

Government fiscal year under the contract (this amount should include the prime and any subcontract amount).

• Prime Contractor Hours Expended: Prime contractor direct labor hours expended on the services performed during the previous Government fiscal year. The amount you enter is automatically divided by 2,080 hours to calculate a Full Time Employee (FTE) equivalent, displayed under the Prime Contractor Hours Expended as

Prime Contractor FTEs.

• Report any required Tier 1 subcontractor information by selecting the Add Tier 1 Subcontract Information button.

mailto:brent.redmon@dla.mil mailto:ivan.badillo@dla.mil http://www.sam.gov/