IMCP - U.S. Army

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Installation Management Campaign Planh. Ensure completed training is reported and recorded in applicable personnelsystems.SummaryThe Installation Management Community provides immeasurable contributions to theArmy’s mission. Our force must be versatile, innovative, and adaptive. To ensure this,leaders will focus on assessment, development, and management of our talent.ReferencesPrimary resources are contained in Army Regulation 350-1 and IMCOM Regulation350-1, supplemented by IMCOM Command Policies.References and links to the recurring and required training to maintain functional,supervisory, and leader skills are included in IMCOM Regulation 350-1, Annexes A, D,E, G of IMCOM Regulation 350-1.Army Civilian Career Program Training and Education Plans are provided in appropriateAR 690-950 series regulations.Army Civilian Career Program Road Maps(http://www.imcom.army.mil/hq/directorates/hr/workforce/careerroad/)Army Management Staff College Civilian Education System(http://www.amsc.belvoir.army.mil/academic/ces/)IMCOM Workforce Development Policies and Regulations(https://www.us.army.mil/suite/portal/index.jsp)Installation Management Career Field competencies, roadmap and developmental tool(https://secureapp2ako.hqda.pentagon.mil/CAC/CF29/Home.aspx)Individual Development Plan format and instructions(http://www.imcom.army.mil/hq/directorates/hr/workforce/idp/)Orientation for New Employees(http://www.imcom.army.mil/hq/directorates/hr/workforce/one/)Annex C: Workforce Development Strategy C-3
Installation Management Campaign PlanANNEX C:WorkforceDevelopmentStrategyGOAL: Create irreversible momentum toensure we have the right blend of diverse,talented, expert and properly developedleaders and professionals to meet futurechallenges throughout the IMCommunity.APPENDIX 1: Grow Leaders; Grow Supervisors and WorkforceIntroductionThis appendix outlines actions required to build a robust cadre of agile, multi-skilled andadaptive individuals with the right intellect and competencies for key positions at eachlevel of the Installation Management (IM) Community. We will accomplish this bycentrally managing current and future talent in a deliberate approach – linkingorganizational requirements with individual capabilities, training, education, andprogressive assignments.It is our people, and not the facilities, that are the foundation and infrastructure of the IMCommunity. Too often we focus on the hard tangibles and results, while paying littleheed to the motivations that inspire our workforce to learn, share, collaborate, create,and innovate in ways that allow the IM Community to succeed in its ability to deliver aquality of life to our Soldiers, Civilians, and Family Members commensurate with thequality of their service.In a climate of shrinking resources, our greatest challenge is to manage and developour talent in an effective way to ensure they are capable of meeting current and futuremissions.Concept of OperationsGrow Leaders –Effective management and development of our IM Community talent will beaccomplished through careful active management under the purview of the TalentManagement Center (TMC). The intent of the TMC is to develop and broadenprofessional leaders. Its roles and responsibilities include: Actively manage our senior careerists - synchronizing education, training,assignments, and performance assessments.Actively manage key positions in the Installation Management Community.Identify, develop, and manage high potential individuals.Appendix 1 to Annex C: Workforce Development StrategyGrow Leaders; Grow Supervisors and WorkforceC-1-1
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IMCP - U.S. Army

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