Defense Contract Management Agency - Coursework Example

Defense Contract Management Agency (DCMA) Defense Contract Management Agency (DCMA) Section1. General Introduction Most organizations are employing strategic human resource management to improve their performance and operations. This has proved to be vital in dealing with issues related to employment relations, commitment, and retention. Moreover, these strategies enable the HR departments of organization to roll out the plans of the organizations. These organizations, however, have the obligations and requirements to adhere to legal and ethical codes of operations in the climate of business arena. Other organizations also have their ethical principles and codes that enable their employees to conduct themselves in a manner that are aligned with the mission and objectives of these organizations. However, there is need for institutions or firms to have programs that allow resolution of disputes or minimizes issues such as whistle-blowing. Whistle blowing may be detrimental to the image of a firm. Institutions in the US have the role of ensuring that they encourage equal employment opportunities for all individuals and in the events that an individual is discriminated against in one way or the other; they can file a law suit against these organizations or institutions. Firms that thrived in the competitive business climate have been cognizant to the importance of diversification of not only the workforce but also the products. However, they have the obligation of ensuring that the rights of the employees are well catered for since the employees have the rights to join labor movements and unions that are able to fight for them. Besides the need for labor unions, the retention of employees inclusive of gaining employees commitment depends on the compensation that a company offers inclusive of the benefits. Companies that offer reasonable benefits and compensations to the employees tend to be attractive than those whose packages are deemed inadequate. In addition, organizations have incorporated the concept of outsourcing to maximize either their performance or profit. In the process of organizations carrying out their operations, they often encounter opportunities and challenges. Tackling these challenges and taking advantage of the opportunities present the platform for the companies to grow and develop. This paper seeks to examine: Strategic human resource management; Legal and ethical codes; Whistle-blowing; Equal Employment Opportunity (EEO); Diversity Considerations; Labor Unions; privatization and outsourcing; Recruitment and selection methods; Compensation and benefit; performance management and development; and opportunities, trends and challenges of DCMA. Description of the organization DCMA is a component of the Department of Defense (DoD) of the US that works collaboratively and directly with the suppliers of the defense with the aim of ascertaining that the suppliers and services of the Federal government, the DoD, and government allies are timely delivered at the projected cost to meet all the requisite requirements for performance. It plays a significant role in ensuring that the military of the United States inclusive of its allies are ready, as well as, helping the nation in the preservation of freedom (DCMA, 2015). The professionals in the DCMA double their services as brokers of information and representatives of the federal, allied governments, and military that is planted as a buying agency. Before the federal or the allied governments or the military award contract, DCMA gives information and advice for the purpose of aiding in the construction of solicitations that are effective. The agency identifies the likely risks, take part in the selection of contractors perceived capable, and write the contracts that commensurate with the needs of the customers in the federal, DoD, and allied agencies of the government. After the contracts have been awarded, the agency monitors the management and performance of the contractor’s system to ascertain that the performance of the product, cost, and delivery schedules conform to the terms and conditions embedded in the contract (DCMA, 2015). Vision of the DCMA United team in a unison voice in delivering global insights of acquisition that matter Mission of the DCMA We are an independent oversight for the DoD inclusive of its partners that delivers actionable insights of acquisition from the floor of the factory to the front line all over the world. Commitment of the DCMA The senior leadership team of the DCMA dedicate themselves to the mission and vision ideals that the agency has set. In addition, they selflessly pursue the objectives and goals of the agency by smartly utilizing the resources of the agency to drive its vision. Section 2: Strategic human resource management Strategic management is an iterative, continuous process that keeps an organization matched to its environment. Strategic Human Resource Management (SHRM) focuses on the performance of an organization instead of the individual’s performance. In addition, it focuses also on the roles of the systems of the HR management as the solutions to the problems of the organization instead of the isolation practices of the individual HRM (Rothwell, Prescott & Taylor, 2008). The SHRM model is a depiction of the architecture of the organization’s HRM and its performance. The architecture of the HR consists of competences, systems, practices, and the performance of the employees as well as their behavior that commensurate with the management and development of the organization’s strategic human capital. The DCMA SHRM also focuses on the performance of the agency and not individual employee (Rothwell, Prescott & Taylor, 2008). Section 3: Legal and ethical codes DCMA operations in the provision of oversight before and after awarding of contracts to contractors are anticipated to be of high level of honesty and integrity. The regulations of the defense require the contractors to have ethical codes of conducts that are written and to have employees trained in ethical issues and practices. The contractors are also required to periodically review if they are compliant with the codes of conducts that govern them. In addition to the above ethical requirements, the contractors also have the responsibility of carrying out internal and external audits; to report not only timely but appropriately to the officials of the government in the events of suspicion of the violation of laws pertaining contract with the government (Gao, 2009). In the event that a contractors’ firm is under investigation or even correction plans, they are required to cooperate without hindrance to the government agencies involved in the investigation. DCMA as one of the agency components of the DoD has the task of ensuring that the contractors comply to the above ethical requirements (DoD, 2012). As highlighted earlier, the agency is responsible for ascertaining that the government contracting processes are of high integrity. Besides integrity, it provides services for the benefit of the nation with professional responsibility being upheld more than self or individual interest. Moreover, excellence is the bench mark of the performance of the agency (Gao, 2009). A. Whistle-blowing Whistle-blowing is the exposure of any activity or information that is perceived illegal, not correct or even dishonest within a public or private organization. The allegations of wrongdoing through whistle-blowing can be faceted into: violation of the policies or rules of the company; violation of regulations and laws; and threats to the security of the nation or interest of the public inclusive of corruption and fraud. The allegations can be brought to the surface by the whistle-blowers internally or externally. In the internal platform, the allegations are brought to the attention to other individuals within the organization that has been accused. On the other hand, on the external platform, the allegations are brought to light through contracting of the third party who is outside the organization (Ravishankar, 2011). In most cases, whistleblowers are often met with hostilities. Some organizations encourage whistle blowing programs internally to encourage workers to illuminate legal and ethical violations to the internal management and authority so that appropriate action to be employed with the aim of providing solutions to problem. Whistle-blowing also reduces the exposure of the organization to damages likely to occur when workers or employees are evaluating the internal mechanism. In addition, it allows the employees to comprehend the serious an organization is in reference to codes of conduct (Ravishankar, 2011). However, these programs often encounter challenges. One of the challenges is lack of or little trust in the internal programs or systems. The employees too are usually not willing to be considered snitches, as well as the workers being misguided by the need for solidarity in union. The employees may also not whistle-blow any wrongdoing for fear of either being alienated from the colleagues or retaliation. However, some of the whistle-blowers are at times driven by undesirable motives. The creation of a whistle-blowing culture entails an organization(s) creating policies, the policy being endorsed by the management at the top, the commitment of the organization being publicize such as the DCMA has done through its website, making follow ups and investigation of issues brought out through whistle-blowing; and the internal whistle-blowing system of an organization (DoD, 2013). The DCMA has a policy that provides direction and guidance through the Agency Alternative Dispute Resolution Program which efficiently and fairly resolves disputes or issues that are controversial exclusive of court adjudicatory and administrative processes. In the resolution of these disputes the ADR may employ mediation or arbitration mechanisms (DCMA, 2012). B. Equal Employment Opportunity (EEO) In the US, there is a commission referred to as Equal Employment Opportunity Commission which serves as a federal agency for enforcing laws related to discrimination at workplace. The commission investigates complaints related to individual’s color, race, sex, religion, and disability among others. Agencies such as the DCMA have the obligation of complying to the rules and laws pertaining equal employment opportunity. In fact, the agency embraces diversity of human resource. DCMA has a hotline and an address through which the complainant can access them an air out their grievances in the event that they are discriminated in one way or the other at workplace. In addition, the agency has dispute resolution mechanisms that are facilitated by the Agency Alternative Dispute Resolution (ADR) which ensures that issues that emanate from the work place such as opportunities related to employment of contract issues are adequately resolved (DoD, 2013). The policy statement of the government of the US asserts that the government discourages discrimination in relation to employment on the basis of political affiliation, race, color, sex (gender identity inclusive of pregnancy), national origin, and military services among others. The Equal Employment Opportunity Commission (EEOC) in 2011with reference to Civil Rights Act 1964 under Title VII included stereotyping individuals based on sexual orientation (such as gay, lesbian, and bisexual persons) illegal. In addition, in also expanded this protection to gender identity status and transgender status. This commission also enjoys the powers to filing laws suits on behalf of victims of discrimination against employers. Therefore, the DCMA as a government agency has an obligation of complying with the stipulations of the EEOC. O’Connel (2014) points out that federal agency are encountering the challenge of ensuring that there is adequate information on equal employment opportunities to those who work in the remote areas (DCMA, 2015). Section 4: Diversity Considerations The DCMA agency increases it diversity through practices such as hiring and recruitment. Practices and policies of the HR are to ensure that there is diversification of talent at work place. The policies and practices of agencies are often reviewed to identify the likely barriers, as well as the opportunities for future improvement (DCMA, 2012). Building a diversified workplace may encompass focusing on the efforts toward border recruitment and minimizing biasness in the process of selection. The agency has a pool of diversified skills and these individuals with varied skills are often teamed together to accomplish tasks. This provides the agency with the leverage in that these varied diversified skills from every individual enables them to complement each other. For instant, the DCMA has those who work in the air force and reservists among others. In addition, the individuals occupying various offices have varied origins though the majorities are US citizens from different races. Since the agency provides an oversight for the DoD and its partners, it has diversified its areas of operations to other countries such as Germany through its diversified programs inclusive of the products and services. Defense Contract Management (DCMA) is maintained by CTC and it has a diversified program of business supply where above 50% of the dollars procured going to the suppliers who are diverse (Roberson, 2013). Section 5: Labor Unions, privatization and outsourcing DCMA has an agreement with AFGE which is a labor union that represents the employees of the federal government. The agreement encompass is applicable to all the professional and non-professional employees of the DCMA in reference to the bargaining unit. The union and the agency have a converging belief that the interest of the public can be adequately served through the existence of labor management relations programs (LMR) that are constructive in providing optimum participation of the employees (Rasor, 2011). This is made possible through relationships that are cooperative in the formulation and implementation of practices and policies that affect the employees (DoD, 2012). The DoD which is one of the major customers of DCMA hugely depends of privatized support of its operations. DCMA does not privatize. However, it has been involved in outsourcing on several occasions. For example, in 2013, the DoD awarded the Accenture Federal Service a contract to a blueprint to automate the Earned Value Center department. This blue print provided DCMA with the platform of using technology. The outsourcing of the agency may involve the need to help in carrying out internal auditing of the agency or outsourcing of skills pertaining specific areas that are crucial during specific times or even in the use of advanced technologies that the employees of the agency are not conversant with. In addition, the agency also outsources its training equipment and services from other agencies or organizations. The agency often outsource with the aim of improving its performance or the performance of the employees which in turn reflect on the performance of the agency (Accenture, 2013). Section 6: Recruitment and selection methods The DCMA has recruitment and selection method that is relatively unique in comparison to most organizations in the US. It has a program called Keytone Program which is employed as an entry level of program development. The program runs for 36 months before an individual is incorporated into the system. The program provides the platform for hiring applicants internally or externally through either non competitive or competitive appointing authorities as per the regulations from the Code of Federal Regulation Title 5. In addition, the positions at Keystone are subjected to mobility agreement. The DCMA employees have to comply with the recruitment instructions. In addition, they develop and manage the acquired workforce at the entry level to the extent that the workforce is able to technically support the mission of the agency. Before the workforce is selected into the program several processes take place. The agency just like other organizations, have to advertise for the vacant positions. The interested individuals with the requisite qualifications can then apply after which the personnel’s in the human resource department have to examine and evaluate each of the applicants’ applications. Those perceived to be possessing the desired characteristics and qualification are then shortlisted for interviews. However, this varies depending on the type of the vacant position, as well as the agency of the need to fill in the vacant position. It is prudent to know that some recruitment and selection processes of the agency can be internal based on the individuals that have exhibited the qualification and characteristics suitable for the position in question. Those who have qualified in the interview process are selected to take part in training or joined in programs such as Keystone program. Section 7: Compensation and benefits. The compensation packages in terms of remunerations that the DCMA offer are competitive in comparison to other agencies and other organizations as well. In addition, there are other benefits associated with being employed by the agency. The agency has a lot of avenues for upward mobility in case an individual wants to advance his or career. In addition, the agency has several alternative work schedules that enhance life work balance. The retirement system of the federal government offered by the agency is not only competitive but also satisfactory to the majority of the employers. Employees tend to be motivated by the flexibility of the agency’s spending account inclusive of work environment that is flexible. They also have insurance schemes that they offer to their employees. Some of these insurance schemes are life insurance, long term care insurance. In reference to leaves and holidays, the employees of the agency have the leverage of going for holidays that are paid for, vocations inclusive of leaves. Besides the agency also offers saving plans that are thrift for its employees. These benefits are faceted into different categories such as benefits and insurance programs; pay and savings plan; work life balance and leave; and retirement. The benefits and insurance program encompass vision and dental insurance program, health benefits, healthcare for the personnel in the military, student loan repayment program. As for the savings and pay plans, it consists of provision of incentives and awards, incentives related to retention or recruitment or relocation, pay table for employees offering their services in foreign countries et cetera. On the other hand, the work life balance and leave entail child care for the employees, compensation of time when an individual is travelling officially, telecommunicating and tele-working. However, the retirement benefits besides the one illuminated earlier are social security, education and retirement literacy on finances, and the ability of the retired individuals to join the retired federal association. Section 8: Performance management and development DCMA has inculcated a culture of customer focus with the aim of transforming its operations. The operations of the agency are solely based on the concept of a culture known as customer centric to enable the agency to not only train but also strengthen and broaden its focus on customers. They have incorporated a system that enables the agency to determine the desired outcomes of the customers. This has been made relatively easier by the defined strategies geared towards the achievement of the desired outcomes. However, the agency has faced the challenge of measuring performance in reference to quality assurance. It has been employing various metrics such as the internal metrics in the determination of its efforts and performance for the purpose of measuring the success of quality assurance (COGNOS, 2013). The success towards these efforts have often stemmed from complete, timely reporting by the operating forces of the military service.In the development of the agency, there are two main factors that have hugely contributed toward the agency’s development. Initially the customers or clients of the agency were never satisfied with the performance of DCMA. This compelled the agency to initiate some practices and operations to improve their performance which was to translate into meeting the desires of the customers. In 2011, the agency’s resources were not adequately sufficient hence the services of the military were stretched to the limits. The expenditure for the DoD had actually increased due to the operations in Afghanistan and Iraq. The agency through its objectives, however, improved its performance using 3 principles. It established a mechanism for measurement and analysis of the ranges of its performance. This was accomplished through the identification of the units that were performing below per after which they were upgraded to the required standards through the techniques in management. The second principle entailed the prompt recognition of trends and adjusting the priorities of the agency to conform or respond to the trends. The third principle encompassed increasing the agility of the agency through budgeting systems that were flexible inclusive of the ability of the management of tradeoffs (COGNOS, 2013). Section 9: Opportunities, challenges, and trends The current trends in the military or the department of Defense and the government agencies are likely to provide more contracting opportunities for the DCMA. However, the agency has often found challenges related to the budgeting system. Due to conflict in countries such as Iraq and Afghanistan, the government has been hiring private military and security contractors. They have been hired to provide support to the operations of the military. These contractors that work with the DoD often outnumber the troops or US military. These provide more opportunities for DCMA in its oversight and watchdog mandate over the contracts between these contractors and the DoD (Isenberg, 2015). The US has of late been relying on the contractors that operate privately to provide the military operations with support. The withdrawal of troops in countries such as Iraq reduced the operations of the US troops significantly. It is anticipated that this will consequently lead to the decline in the use of private security contracts and military in future (Isenberg, 2015). Section 10: Conclusion DCMA as a component of the DoD directly works with the suppliers of Defense to ascertain that the services and suppliers to the DoD, allied government, and federal are timely delivered at costs that are well projected in the process of meeting the requirements for performance. The strategic human resource management of the agency emphasizes on the performance of the agency instead of the individuals in the agency. DCMA has both the legal and ethical requirements that guide its operations as well as those of its employees. In fact, they have written ethical principles and codes in the employment practices inclusive of its other operations. Its programs are effectively constructed to minimize issues such as whistle-blowing. It has programs that provide the avenues of resolving disputes. On the recruitment and selection techniques of employees, the agency embraces the ideals of Equal Employment Opportunities Commission. Its employment process is relatively similar to other organizations though it has programs such as Keystone Program that facilitates the process. The other factor that the agency upholds is diversification ranging from employees and its operations. Despite the challenges that the agency has encountered its performance and development have been steadily rising. Moreover, it has attractive compensations and benefits that it offers to its employees. These compensations packages and benefits have played a vital role in building employees commitment, as well as the retention of the employees. Outsourcing of services and technology has also been crucial in enabling the agency to carry out its operations. In addition, the recent trends such as the withdrawal of troops in war torn countries has presented opportunities and challenges to DCMA in equal measures. References: DCMA (2015). Defense Contract Management Agency. Retrieved on 13th May 2015 from: http://www.dcma.mil/about.cfm Rothwell, W. J., Prescott, R. K., & Taylor, M. W. (2008). Human resource transformation: Demonstrating strategic leadership in the face of future trends. Mountain View, Calif: Davies-Black Pub. Gao (2009). Defense Contracting Integrity. Retrieved on 13th May 2015 from: http://www.gao.gov/new.items/d09591.pdf DoD (2012). Department of Defense: COR handbook. Retrieved on 13th May 2015 from: http://www.acq.osd.mil/dpap/cpic/cp/docs/USA001390-12_DoD_COR_Handbook_Signed.pdf COGNOS (2013). Performance Management Case Study: The Defense Contract Management Agency. Retrieved on 13th May 2015 from: ftp://public.dhe.ibm.com/software/data/sw-library/cognos/pdfs/casestudies/cs_defense_contract_management_agency.pdf Ravishankar, L. (2011). Encouraging Internal Whistle-Blowing in organizations. Retrieved on 13th May 2015 from: http://www.scu.edu/ethics/publications/submitted/whistleblowing.html DCMA (2012). Agreement Between Defense Contract Management Agency And AFGE Council 170 . Retrieve on 13th May 2015 from: https://www.dol.gov/olms/regs/compliance/cba/public/cbrp_6034_pub.pdf DoD (2013). Aternative Dispute Resolution (ADR). Retrieved on 13th May 2015 from: http://www.dcma.mil/policy/902/DCMA-INST-902.pdf Roberson, Q. M. (2013). The Oxford handbook of diversity and work. Oxford: Oxford University Press Isenberg, D (2015). The future of US military contracting: current trends and future implications. Retrieved on 13th May 2015 from: http://iissonline.net/the-future-of-us-military-contracting-current-trends-and-future-implications/ Accenture (2013). Accenture to Design New IT Management System for the Defense Contract Management Agency. Retrieved on 13th May 2015 from: http://newsroom.accenture.com/news/accenture-to-design-new-it-management-system-for-the-defense-contract-management-agency.htm Rasor, D (2011). Guess What? It Is Cheaper to Use Federal Government Employees Than Contractor Employees. Retrieved on 13th May 2015 from: http://www.truth-out.org/news/item/3311:guess-what-it-is-cheaper-to-use-federal-government-employees-than-contractor-employees Read More