DEFENSE LOGISTICS AGENCY 

The Nation’s Combat Logistics Support Agency

DLA PEOPLE AND 

CULTURE PLAN

Fiscal Year 2021-2026 Human Capital Management in the Defense Logistics Agency
2 www.dla.mil

TABLE OF CONTENTS

MESSAGE FROM THE DLA DIRECTOR .................................... 1

MESSAGE FROM THE DLA HUMAN RESOURCES DIRECTOR ... 2

DLA CORE VALUES ............................................................... 2

ALIGNMENT STATEMENT ...................................................... 2

HUMAN CAPITAL CHALLENGES ............................................. 4

PEOPLE AND CULTURE .......................................................... 6

DLA WORKFORCE AT-A-GLANCE ........................................... 6

CRITICAL CAPABILITY A (CC-A1 & CC-A2):

OBJECTIVES AND INITIATIVES

 PEOPLE ......................................................................... 7

 CULTURE ....................................................................... 8

ROLES AND RESPONSIBILITIES .......................................... 10

MONITORING PROGRESS .....................................................12

PEOPLE AND CULTURE ENABLERS .......................................13

WARFIGHTER ALWAYS!
Defense Logistics Agency People and Culture Plan 1

DEFENSE LOGISTICS AGENCY

MESSAGE FROM THE DIRECTOR

Vice Admiral Michelle C. Skubic, SC, USN

Director

Defense Logistics Agency

We are proud to introduce the refreshed People and Culture Plan to supplement our 

DLA Strategic Plan 2021-2026. 

DLA introduced the People and Culture Plan in 2017 as a companion document to 

the Agency’s strategic plan. This was the first time that “People and Culture” was

presented as a critical capability touching all strategic lines of effort. In other words, 

DLA senior leaders acknowledged that accomplishing the plan’s objectives is only 

possible through the hard work, dedication, and talent of the team – our people are 

central to our success.

Much has happened over the past several years – including a global pandemic 

– which has prompted the need to adjust the plan’s emphasis to reflect current

realities and to make it more applicable to our mission going forward. The core

principle has not changed - our people continue to be our most important asset!

A firm commitment to the refreshed People and Culture Plan assures we continue to 

provide the right resources and environment to maintain a highly skilled workforce 

fully capable of mission success as we transform logistics for the Warfighter and our 

Nation. Join me as we shape the future together and continue to build on our legacy 

as the Nation’s Combat Logistics Support Agency.
MESSAGE FROM THE DLA HUMAN RESOURCES DIRECTOR

Ms. Sharyn Saunders 

Director

Defense Logistics Agency 

Human Resources

The DLA People and Culture Plan aligns with the DLA Strategic Plan and focuses on 

our two strategic human capital objectives – People and Culture – to ensure DLA 

remains an employer of choice. This plan serves as a strategic roadmap for the 

numerous products, services, and human capital business solutions provided across 

DLA to manage the Human Resources Life Cycle of the DLA workforce. It supports 

senior leaders, managers, and employees in achieving the DLA mission by providing 

goals and strategies designed to grow our leaders, strengthen our workforce, and 

improve the delivery of human resources services.

The strategies and initiatives under these objectives will further promote our 

far-reaching HR efforts, which encompass the full spectrum of human capital

management priorities and objectives. This will allow us to attract, manage, develop, 

and retain the best workforce in the federal government.

DLA Human Resources (J1) is committed to sustaining a highly skilled and flexible 

workforce capable of providing optimum support to America’s Warfighters and our 

other valuable customers. I’m so proud to be part of this Agency, and I look forward

to working together in our important work.

DLA CORE VALUES

Leadership, Professionalism, and Technical Knowledge through 

Dedication to Duty, Integrity, Ethics, Honor, Courage, and Loyalty

DLA’s core values are the DoD core values as outlined in DoDI 1400.25-V431, February 4, 2016, Section 3.2.f., Change 3, January 10, 2022. 

The DoD core values are the foundation of the DoD performance culture.

ALIGNMENT STATEMENT

Strategic Alignment is a process that senior leaders implement and 

monitor throughout the planning lifecycle to link key operational 

systems and processes to the organization’s mission. By providing 

top-level direction and guidance for the agency, senior leaders 

communicate the organization’s goals and strategic direction

to operational leaders (e.g., supervisors and managers) and 

employees, who then can identify and close gaps during the

strategic workforce planning process.

The DLA People and Culture Plan (P&CP) is DLA’s Human Capital 

Strategy. It includes People and Culture initiatives (measures of 

concrete deliverables and achievable outcomes) that align under 

the DLA Strategic Plan 2021-2026 Critical Capability A1 (CC-A1) 

People Objective and CC-A2 Culture Objective. The P&CP identifies

strategies to proactively acquire, develop, engage, and retain the 

workforce required to meet DLA’s mission. Organizations may 

use their operating plans to identify the initiatives, metrics, and 

other tools they will use to evaluate their progress in achieving the 

strategies outlined in the plan.

The DLA P&CP spans and supports all Lines of Effort outlined in 

the DLA Strategic Plan 2021-2026: Warfighter Always, Support 

to the Nation, Trusted Mission Partner, Modernized Acquisition

and Supply Chain Management, and Future of Work. It also spans 

and supports CC-B Fiscal Stewardship and CC-C Digital Business 

Transformation outlined in the DLA Strategic Plan 2021-2026.

The goal of the DLA P&CP is to ensure DLA optimizes its people 

resources to achieve the mission effectively and efficiently.

2 www.dla.mil
Defense Logistics Agency People and Culture Plan 3
4 www.dla.mil

HUMAN CAPITAL CHALLENGES

The COVID-19 pandemic left many legacies, the biggest of 

which may be increased telework, virtual communications 

and their implications for the post-pandemic labor market. 

In addition, the challenges posed by the global pandemic 

highlighted the dual imperatives of employee well-being and 

transformation of work practices. 

Surviving and thriving in a uniquely challenging business 

environment is paramount. So, what are the external factors with 

high impact and internal issues with high focus that lie ahead to 

position DLA to survive and thrive for the next five years?

EXTERNAL FACTORS

LABOR MARKET 

According to the U.S. Bureau of Labor and Statistics, the labor 

market will significantly tighten in the coming years for several 

reasons. Massive numbers of retirements by baby boomers during 

the pandemic created a large drop in the overall labor market, and it 

is unclear how fast or to what degree it will recover. The working age 

population is shrinking. In particular, the potential labor force willing 

to work in blue-collar and manual services jobs is also shrinking and, 

consequently, blue collar industries are struggling to fill vacancies. 

Employers report difficulty filling critical positions, not only for 

well-publicized Science, Technology, Engineering, and Math (STEM) 

positions, but also for managers and executives, and skilled trades. 

WORK ENVIRONMENT

Before the pandemic, only about 8% of U.S. workers with office jobs 

worked primarily from home, but that figure was as high as 50% 

a year later. Employers lowered their office space expenses, had 

access to a larger pool of candidates, and experienced a reduced 

cost from hiring in less expensive labor markets.

Within DLA, much of the success of increased remote work, 

telework, and hybrid work can be attributed to strong relationships 

with co-workers established pre-pandemic. However, over time and 

as new employees join the organization, collaboration and culture 

could weaken in a highly dispersed workforce.

Moving forward, work-from-home trends will have a major impact 

on organizational culture and how organizations operate. The 

challenge for DLA is finding the ideal balance when deciding on 

the level of remote work, telework, and hybrid work models while 

ensuring continued high performance at both the individual and 

organizational levels. 

SOCIAL CONSCIOUSNESS AND WELL-BEING 

Public sector organizations are forging a stronger link between 

belonging and organizational performance by strengthening workers’ 

connections with teams and fostering their sense of contribution 

to meaningful shared goals. When employees feel respected and 

connected, employers experience increased job performance and 

reduced turnover. 

Work-life balance, health, safety, and physical/mental well-being 

became inseparable from organizational mission, which has led more 

organizations to think deeply about ways they can integrate wellbeing into work itself.

Organizations are leveraging technology to analyze and create new, 

more relevant insights into employee’s needs and expectations. 

As the workforce grows more complex, leading organizations are

developing talent strategies that focus on the various needs and 

attitudes represented in their workforce. 

TECHNOLOGY

Each year technology and work become more inextricably 

intertwined, with humans and machines partnering in ways 

previously unimaginable to accelerate work outputs and achieve 

new outcomes. DLA must maximize the opportunity to ensure 

that employed technologies, and the workflows and processes 

that complement them, are designed and executed in ways that 

promote employee well-being and operational efficiency.

DLA has already committed to designing and enabling such 

technologies, including technologies to enhance and optimize 

communication with employees who are teleworking, training, and 

collaborating on shared projects.

Technology solutions will continue to optimize processes and 

procedures as well as drive efficiency through Digital-Business 

Transformation. Therefore, DLA must recruit, develop, and sustain a 

workforce that is technically proficient and agile to adopt emerging 

technologies. 

INTERNAL FACTORS

BACK 2 BASICS (BtB)

The National Defense Strategy (NDS) requires increased 

performance in the Department of Defense’s (DoD) acquisition 

system. Therefore, it is imperative that the Department pivot from 

the past broad workforce focus and get BtB by streamlining our 

functional area framework and prioritizing limited training resources 

for the Defense Acquisition Workforce (AWF). 

The BtB initiative impacts over 9000 members of the DLA 

acquisition workforce. BtB modernizes the AWF talent management, 

and the changes include how the AWF will be managed and 

sustained in the areas of recruiting, hiring, certification, training, 

and career and professional development. DLA’s AWF governing 

body, the Acquisition Workforce Program Board (AWPB), has 

planned and prepared for BtB implementation by establishing 

related objectives, goals, governance, and communication strategy 

on its AWF Roadmap. 

INTEGRATED END-TO-END HR PROCESSES SUPPORTED 

BY TECHNOLOGY

Integrated end-to-end HR processes are important to avoiding 

waste and redundancy in civilian talent acquisition, training and 

development, and performance strategies. Human capital planning 

and HR activities cannot be efficient without a strong IT/business 

system strategy. 

The DLA will expand its efforts to leverage technology to increase 

the effectiveness of our HR management processes. 
Defense Logistics Agency People and Culture Plan 5

HUMAN CAPITAL CHALLENGES (CON’T.)

FUTURE OF WORK

As we emerge from a max telework environment to a hybrid 

environment, DLA will continue to face many challenges such as 

talent management, culture, and technology.

DLA is in competition with other Federal Agencies and businesses 

in retaining and attracting talent; therefore, DLA needs to invest in 

skills development and flexibility in where and how work gets done.

Maintaining employee engagement through effective 

communications and collaboration is vital to DLA. The challenge 

for leaders is to maintain the culture where employees, teams, and 

leaders are working in a more hybrid environment. 

It is vital that DLA leaders and the DLA workforce develop and 

sustain soft skills such as building connections, empathy, emotional 

intelligence, resilience, and critical thinking to successfully work 

and communicate with each other in a hybrid environment.

With a growing dependence on digital technology, it is critical 

to ensure the DLA has operational hardware, software, and 

collaboration tools to work in a hybrid environment. This investment 

must include upskilling the DLA workforce’s digital dexterity to 

maximize the use of the collaboration tools. 
6

HUMAN CAPITAL CHALLENGES (CON’T.)

PEOPLE AND CULTURE

Our ability to attract, develop, and retain a diverse, skilled, and agile 

workforce is vital to our continued success. We will use innovative 

approaches to attract and retain mission-focused employees. We 

will foster an environment that equitably unlocks the full potential of 

our workforce; develop their competencies and resilience, enabling 

them to achieve peak performance; advance Diversity, Equity, 

Inclusion, and Accessibility initiatives, and cultivate and retain the 

next generation of employees agile enough to adapt to a dynamic 

future. As such, we will continue our focus on people and culture 

and ensure our workforce is engaged and motivated.

The culture of an organization is its personality – how it functions 

and expresses itself. Culture fundamentally impacts the relationships 

employees have with leaders and co-workers, the work that is 

performed and the way in which it is performed, and the type and 

quality of connection to the organization that is experienced. In DLA, 

organizational culture refers to the underlying beliefs, values, and 

assumptions held by members of an organization, and the practices 

and behaviors that exemplify and reinforce them. More simply, it’s 

“the way things get done around here.” We believe that what we say 

we value as an organization should align with what we actually see 

and do in the workplace.

Engagement is an emotional commitment, which can lead to 

discretionary effort – the effort employees choose to exercise in 

support of DLA and its mission. Engagement is a key driver of higher 

retention, increased innovation and productivity, higher customer 

satisfaction, lower safety risks, and decreased absenteeism. In short, 

long term organizational success requires engaged employees.

People and Culture is one of three Critical Capabilities in the DLA 

Strategic Plan 2021– 2026 that are fundamental to our successful 

logistics transformation. It intersects and supports the five Lines of 

Effort with specific underlying objectives, initiatives, and metrics.

DLA WORKFORCE AT-A-GLANCE
Defense Logistics Agency People and Culture Plan 7

CRITICAL CAPABILITY A (CC-A1 & CC-A2): 

PEOPLE AND CULTURE OBJECTIVES AND INITIATIVES

PEOPLE

Develop Leaders – Leverage and expand leadership 

programs that attract, develop, and retain diverse talent

to meet current and future mission requirements.

Critical Capability A, Objective CC-A1

DLA managers and supervisors must possess the skills to lead an 

increasingly diverse workforce to leverage the talents, experiences, 

backgrounds, perspectives that allows each member of the team 

the ability to reach their full potential 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.

• Initiative CC-A1.1.1: Develop leaders by refreshing and

strengthening leadership competencies. DLA will conduct

Senior Leader Discussion Forums, administer multi-source

feedback (MSF) process/reporting in the Learning Management

System (LMS), and plan the biennial Build Your Roadmap to

Success (BYR2S) forum to assess and improve our current

leadership model and leadership competencies.

• Initiative CC-A1.1.2: Sustain DLA processes and

initiatives that build candidates for career enhancement

opportunities. DLA will use career development programs

and succession management initiatives to continually develop

candidates with the skills to inspire greater confidence and

productivity in the workforce.

• Initiative CC-A1.2: Resource the Enterprise – Recruit

and retain a diverse, talented, and skilled workforce.

Without a trained and skilled workforce, the Agency

cannot accomplish its 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 hiring.

• Initiative CC-A1.2.1: Leverage Direct Hire Authorities

(DHAs) to build diversity across the Agency. DLA will

develop and implement strategies to maximize the use of DHAs

to attract and hire a diverse workforce capable of meeting

DLA’s mission needs more effectively.

• Initiative CC-A1.2.2: Implement manpower management

processes to include establishing a manpower

requirements determination process. DLA will establish

and mature the Joint Manpower Program, as described in DLA

Instruction 1100.01. The instruction describes responsibilities,

processes, and procedures for manpower management, as well

as the basic tenets for development of manpower standards.

• Initiative CC-A1.3/A1.3.1: Manage the Talent - Develop,

promote, and sustain initiatives to strengthen workforce

competencies including mission-critical occupations

(MCOs) competency models and career maps to meet

emerging mission requirements and leverage digital

technologies to enhance effectiveness. DLA Human

Resources will partner with agency leaders and Functional

Community Managers (FCMs) 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,

to include incorporating digital transformation skills where

necessary. All of this comprises a comprehensive talent

management approach that will position the Agency for success.

• Initiative CC-A1.3.2: Implement training and development

strategies to maintain a high

performing workforce in support of Digital Business

Transformation. DLA will develop, implement, and sustain

basic digital capabilities within the DLA workforce.

• Initiative CC-A1.3.3: Foster the development of our

current and future acquisition workforce (AWF). DLA will

sustain a professional and innovative AWF with the capability to

execute DLA’s mission in support of the Warfighter.

• Initiative CC-A1.4: Sustain our People – 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,

diverse, and resilient 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 be responsive and flexible, to be resilient in the face of

life’s pressures and demands, and to handle crisis operations

when required is crucial to accomplishing the DLA mission and

maintaining work-life balance.

• Initiative CC-A1.4.1: 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 help employees create

or maintain work-life balance, recover quickly from setbacks,

and handle demands that are placed upon them.

• Initiative CC-A1.4.2/CC-A1.4.3: Maintain individual and

organizational focus on the security of our workplace by

enhancement of protection capabilities designed to

prevent, detect, and respond to internal/ external threats

and all-hazard events. DLA will ensure agency is equipped

to detect, deter, and mitigate potential risks to DLA networks,

personnel, facilities, infrastructure, assets, information, and

operations assuring supply chain excellence as well as
8 www.dla.mil

CRITICAL CAPABILITY A (CC-A1 & CC-A2): 

PEOPLE AND CULTURE OBJECTIVES AND INITIATIVES (CON’T)

strengthen prevention and detection of all hazards and 

threats; improve protection mitigation, response and 

recovery to normal operations, and assure supply chain 

security excellence. 

• Initiative CC-A1.4.4: Integrate employee protection

programs designed to provide early detection of a

potential Insider threat. DLA will leverage programs

that support early detection of potential insider threats and

conform to DOD policy for response and reporting.

DLA has leveraged the use of surveys for many years to assess 

CULTURE

Fortify the Culture – Foster an organizational culture 

where employees are engaged and motivated to 

achieve mission excellence.

Critical Capability A, Objective CC-A2

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 highperformance culture. 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.

• Initiative CC-A2.1.1: 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.

• Initiative CC-A2.1.2: Develop, implement, and monitor

concrete action plans to address specific issues

identified in the DLA Culture/Climate Survey. DLA

senior leaders and Culture Champions will collaborate on the

development and implementation of culture/climate action plans

to address specific focus areas identified in the DLA Culture/

Climate Survey results. Culture/climate action plan progress will

be monitored by the DLA Director and J1 quarterly.

• Initiative CC-A2.2: Perform and Reward – 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 include a workforce where each 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 (DPMAP) 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.
Defense Logistics Agency People and Culture Plan 9

CRITICAL CAPABILITY A (CC-A1 & CC-A2): 

PEOPLE AND CULTURE OBJECTIVES AND INITIATIVES (CON’T)

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 has established and is continually evaluating its 

enterprise approach to performance-based recognition and 

awards under DPMAP through which awards are distributed in 

a fair, consistent, and transparent way that makes meaningful 

distinctions in levels of performance.

• Initiative CC-A2.2.1: Evaluate DPMAP Execution to

Ensure a High Performing Culture. DLA will continue

to use DPMAP to increase awareness of individual

performance expectations and each employee’s importance

in organizational performance. DLA also will continue

to emphasize each supervisor’s responsibility to discuss

expectations and results with employees throughout the cycle,

carefully evaluate employee performance, and align employee

contributions with awards and recognition.

• Initiative CC-A2.3: Build Connections – Sustain a

culture that encourages collaboration, flexibility,

equality, and fairness to enable individuals to

contribute to their full potential. DLA must cultivate an

inclusive environment that engages employees, promotes

mutual respect and trust, and provides tools and flexibilities at

all levels to maximize individual and collective potential.

• Initiative CC-A2.3.1: 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.

• Initiative CC-A2.4: Protect the Workforce – 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 Safety and Occupational Health (SOH) program by

enabling organizations to focus on preventing the next mishap.

To achieve this objective, we will provide Major Subordinate

Commands (MSCs) with the capabilities they need to make

timely, informed decisions based on risk.

• Initiative CC-A2.4.1: Continue Safety Program

Modernization: Support Agency efforts to modernize

the Safety and Occupational Health (SOH) Program

to comply with DoDI 6055.01. DLA will modernize the

Agency SOH Program by focusing on three lines of effort

(Mishap Reporting and Investigation, Inspection and Hazard

Management, and Training and Awareness) to create a

culture where MSC and Regional Commanders and J/D-code

Directors are responsible for SOH program performance.

• Initiative CC-A2.4.2: 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 empower supervisors’ active involvement in

mishap reporting and investigation increasing awareness of

investigation and analysis methods to improve identification of

contributing factors, to identify and implement effective control

measures, and to share lessons learned to prevent future

mishap and near miss events.

• Initiative CC-A2.4.3: Improve SOH inspection and

hazard management process to focus on eliminating

or controlling identified hazards in the workplace. DLA

will enhance supervisor knowledge to enable management to

identify and characterize hazards, determine, and implement

effective control measures, and document actions completed

in the DLA system of record to ensure DLA employees are

provided a safe and healthy work environment.

• Initiative CC-A2.4.4: Improve SOH training and

awareness programs by aligning current programs

with emerging SOH modernization efforts to ensure

standardization across all organizations. DLA will use

training and developmental resources to merge requirements

and training with core competencies, gain efficiencies and

effectiveness, and in coordination J1 develop specialized

training to meet specific risk-based requirements.
10 www.dla.mil

ROLES AND RESPONSIBILITES

DLA DIRECTOR, MSC COMMANDERS, AND 

OTHER DLA SENIOR LEADERS

• Provide strong leadership and direction by setting DLA’s vision

and strategic priorities for mission accomplishment.

• Elevate diversity, equity, inclusion, and accessibility as a

mission-critical imperative.

• Demonstrate top-down commitment for an integrated,

Enterprise-wide approach to human capital management, and

hold subordinate managers accountable for results.

• Identify and implement human capital priorities, measures, and

targets aligned to DLA’s People and Culture Plan.

• Allocate resources (budget, people, technology, etc.) in line

with People and Culture management goals and objectives.

• Review progress against DLA strategic priorities.

• Clearly communicate DLA’s People and Culture management

goals, objectives, and action items to employees to help them

understand how they align with DLA’s Strategic Plan.

DLA EQUAL EMPLOYMENT OPPORTUNITY (EEO)

AND DIVERSITY EQUITY, INCLUSION, AND 

ACCESSIBILITY (DEIA)

• Analyze and advise on civilian workforce, policies, programs,

external labor force data, and issues such as market

conditions, skills, compensation, recruitment sources, hiring

authorities, EEO considerations, and workforce demographics.

• Strengthen leadership competency in the areas of diversity and

inclusion through customized training and ongoing education.

• Advise and assist in the development and execution of strategic

recruitment actions to build and broaden the recruitment

pipelines and expand the candidate pool for targeted jobs.

• Collaborate with DLA Human Resources to achieve a model

Agency EEO Program.

DLA HUMAN RESOURCES

• Partner with DLA organizations to ensure human resource

programs, policies, and tools support DLA strategic and

business planning initiatives.

• Provide expert guidance, analysis, and innovative solutions

to help organizations recruit, develop, engage, and retain the

workforce needed to meet current and future requirements.

• Collaborate with DLA EEO and DEIA Office to an Resources to

achieve become an Agency employer of choice.

FUNCTIONAL COMMUNITY MANAGERS (FCMs)

• Partner with other stakeholders as needed to develop, monitor,

track and implement workforce planning efforts and strategies

in their respective functional communities.

• Ensure efforts and strategies are aligned with mission

requirements.
Defense Logistics Agency People and Culture Plan 11

FUNCTIONAL COMMUNITY MANAGER POCs • Execute the human capital strategies and objectives of the FCM. • Implement workforce-planning processes. • Review and analyze workforce data. • Develop gap closure strategies and monitor progress.

MANAGERS • Make human capital a mission-essential priority and develop

action plans to support People and Culture goals, objectives,

and initiatives including diversity and inclusion.

• Hold subordinate supervisors accountable for results and

monitor their organization’s progress in meeting DLA People

and Culture goals, objectives and initiatives.

• Clearly communicate DLA’s People and Culture management

goals, objectives, initiatives, and action items to employees to

help them understand how they align with DLA’s Strategic Plan.

SUPERVISORS • Clearly communicate DLA’s People and Culture management

goals, objectives, initiative, and action items to employees to

help them understand how they align with DLA’s Strategic Plan.

• Incorporate DLA’s People and Culture goals, objectives,

initiative, and action items into employee performance plans

as appropriate to ensure employees understand their role in

helping DLA accomplish its human capital strategies.

• Collaborate with DLA Human Resources to identify possible

strategies to close gaps in DLA’s People and Culture program.

• Identify current and future position requirements to ensure

recruiting is focused and timely and produces high-quality

candidate pools.

• Act responsibly and in a timely manner on hiring decisions.

DLA WORKFORCE • Participate in DLA-endorsed Culture and Climate Surveys and

share recommendations on ways to improve DLA’s culture

and meet People and Culture objectives and initiatives.

• In coordination with supervisors, identify competency

proficiency levels and appropriate training and development

to enhance skills and individual growth.

• Periodically assess progress toward reaching

developmental goals.

• Seek opportunities to gain new skills. • Maintain a high level of performance.

UNIONS • Represent the interests of bargaining unit employees. • Collaborate with management to improve productivity and

cost savings as well as quality of employee work life.
12 www.dla.mil

MONITORING PROGRESS

Organizations will regularly update senior DLA leaders on the 

implementation of goals and strategies in the DLA P&CP via the 

DLA governance and reporting processes listed below. 

DLA GOVERNANCE PROCESS 

• DLA maintains multiple venues through which Agency leaders

provide and are provided informational updates on various

DLA programs and initiatives and decisions are made as

appropriate. At a minimum, the DLA P&CP will be reviewed on

a periodic basis through the following venues:

- DLA Executive Board

- DLA Alignment Group

- Executive Resources Board

REPORTING MECHANISMS

• Quad Charts

• Interim Progress Review (IPR) Charts

• Plan of Action and Milestones (POAMs) and Project Plans

• Weekly Activity Reports

• DLA Human Resources Situation Reports (SITREPS)

• Dashboards

• Organization Plan Reviews
Defense Logistics Agency People and Culture Plan 13

PEOPLE AND CULTURE ENABLERS

HUMAN CAPITAL ENABLERS & INITIATIVES

TRAINING & LEARNING

• Pathways to Career Excellence (PACE) - Entry level 2-year

program for key occupations

• ENGAGE - Newcomer Orientation Program

• DLA Training Schoolhouse - Over 170 instructor-led courses

offered across mission spectrum

• DLA Learning Management System - State of the art virtual

learning environment

• Tuition Assistance Program - DLA funded pursuit of further

education

LEADER DEVELOPMENT

• Enterprise Leadership Development Program - Curriculum

and continuous learning for all levels of leadership

• Executive Development Program - Professional & Leadership

development for high potential future leaders

• Leadership Roundtable - Share best practices

CAREER MANAGEMENT & SUCCESSION

• Functional Community Management - Competency

development and assessment

• Career Guide & Maps - Planning tools for every employee

• Merit Promotion Program - Robust internal advancement

opportunities

• Succession Management - Planning tools for critical positions

• Enterprise Rotation Program - Experiential learning

• Coaching & Mentoring - Enterprise and local programs

CULTURE/CLIMATE ENABLERS

DIVERSITY & INCLUSION

• Enterprise Leadership Development Program - Curriculum

and continuous learning for all levels of leadership

• Affirmative Employment Plans

• Workforce Recruitment Program - Enabling employment of

People with Disabilities

• Special Emphasis and Multi-Cultural Programs - Increasing

awareness and promoting inclusion

• Alternate Dispute Resolution - Conflict resolution through

open communication

CULTURE & ENGAGEMENT 

• DLA Culture/Climate survey - to gather feedback

from workforce

• Concrete Action Planning & Monitoring

• Collaborative Labor Relations and Partnership

STRONG, POSITIVE

CULTURE & CLIMATE!
The Nation’s Combat Logistics Support Agency

8725 John J. Kingman Road • Fort Belvoir, Virginia • 22060 

www.dla.mil • www.facebook.com/dla.mil • www.twitter.com/dlamil • www.youtube.com/user/dodlogisticsagency