For example before a patient receives a flu shot the

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before a patient receives a flu shot, the vaccine has traveled through several hands and departments before reaching a hospital’s inventory. These transitions must run smoothly and withteamwork for the organization to meet its key goals and mission.
Situation Audit – Navy Medical Logistics Command11NAVMEDLOGCOM is exclusive in their people acquisitions, skill placements, and training environments. Although U.S. military HR specialists share many of the same duties as the civilian counterparts, performance management procedures are standardized. This standardization is justified as a way to ensure the most fully qualified individuals are selected and placed in an environment where both the organization and the individual cultivate (Olalla, 1999). For this analysis, NAVMEDLOGCOM’s workforce consists of three main groups: military officers (active and reserve), military enlisted members (active and reserve), and generalschedule (GS) federal civil service employees. Military members (officer and enlisted) undergo extensive screening before reporting to NAVMEDLOGCOM. The officers typically hold at least a bachelor’s degree in logistics and supply chain management or equivalent with an average of ten years’ experience as supply officers. The commanding officer must have had a previous successful tour as a divisional officerat NAMEDLOGCOM before appointed. The enlisted member’s occupation specialty is in supplyand receives training from subject matter experts on expeditionary logistics at the Navy Supply Corps School in Newport, Rhode Island. These enlisted members range in experience by design. The GS employees are hired based on the needs of the command. To qualify, GS employees musthave relevant knowledge skills and experience (applicants may substitute education for the required experience). Finally, all members under the NAVMEDLOGCOM umbrella must have a secret clearance.Recruitment and placement of the military members are dictated by the Department of Defense. The NAVMEDLOGCOM commander will make recommendations on the number of new positions needed based on attrition rates, retirements, and rotations. Also taken into
Situation Audit – Navy Medical Logistics Command12consideration are long-term plans for growth; for example, a new naval hospital fleet may be activated to support an overseas mission, thus requiring the need for more personnel. Recruiting is done nation-wide and pulls in diversified, highly-skilled talent. This is also true for GS employees; the only expectation is the right to refuse placement orders. If a civilian employee chooses not to relocate, then he or she can simply decline the position. The key is uniformity; people in similar positions generally have the same training and evaluation. The performance appraisal system (NAVFIT 98) has been around since 1996. The Navy’s performance appraisal (PA) system is quite formal and is currently experiencing a few modern alterations. The intent is to make the new PA system generate meaningful and useful feedback, increase objectivity, and remove artificialities (i.e., the tendency of reporting seniors to

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