Creating a World Class Workforce

  • Published
  • By Joe Sciabica
  • Air Force Research Laboratory Executive Director
WRIGHT-PATTERSON AIR FORCE BASE, Ohio --  An Air Force core value is "Excellence in All We Do." It's a core value I take seriously, and a fundamental Air Force work ethic whether you are military, civilian or government contractor.

The Air Force is and will continue to be challenged to function with many resource constraints, so we need a force multiplier - more fully engaged employees are key to mission accomplishment. Think for a moment about the handful of employees that fit in the "give me ten workers like him/her and we can do anything" bucket. Those employees are "engaged" - psychologically committed and emotionally attached to their job. Imagine what your organization could accomplish if the majority - not just a handful - of employees were truly engaged.

An "engaged" worker is loyal and psychologically committed to the organization. It's the person that puts in 110 percent effort, is passionate about doing a great job and knows that people are depending on him or her. We generate a force multiplier effect when we create an environment that produces more highly engaged workers.

Research in both Government and Industry indicates that the relationship between an employee and first-line supervisor plays a critical role in establishing and sustaining the engagement vital to mission accomplishment. Most workforce issues revolve around this relationship.

AFRL is participating in the AFMC CheckMATE (Check - Mission Accomplishment Through Engagement) program, which is focused on improving workforce engagement. Gallup Q12® is the tool the CheckMATE program is using to study workforce engagement, improve supervisor development and increase engagement. In the CheckMATE process, employees complete a brief 12 question survey of their work environment, then the supervisor gets a report that identifies strengths and opportunities for their organization based on those responses. Supervisors are encouraged to meet with employees and discuss the results, and, most importantly, take action to improve.

In some cases problems are a case of poor communication. The first question on the Q12 survey is "I know what is expected of me at work." This is an area that supervisors would say "Of course they do," and employees might say "I don't know what he/she expects of me."
In many cases survey results force supervisors to open their eyes to things they took for granted or didn't see before. Knowing what's expected is more than a job description: It is critical to individual job and team.

In following the CheckMATE process, supervisors share the results with work teams and lead a discussion of what those results mean. A simple question like, "I have the tools and equipment needed to do my job" can elicit many different interpretations. Only by open dialog can the supervisor understand what's going on. This opens workforce communication and engagement between employee and supervisor on elements that are key to mission accomplishment.

Before you think this is "pick on supervisors week", let's look at the entire team.

Engagement is often a team issue, not just a supervisory one. Senior team members can mentor and coach more junior ones, and it's everybody's role to give positive feedback when you see someone doing well. Often praise or kudos coming from teammates means as much as when it comes from the boss. It's everyone's job to be a wingman to each other. To pick each other up when they are down and give the high five when things are going well. Excellence is a total team issue.

It comes down to that engaged employees are the hallmark of a top organization. They are the ones that can ensure mission success and customer satisfaction. The end goal is to ensure that each and every member of the team has the opportunity to become fully engaged and together to make the organization truly excellent.