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US Space Force TMO visits Space Systems Command and enlists Guardian Ideal to develop the way forward > United States Space Force > News

SSC is running a pilot civilian employment program to acquire space industry talent for the US Space Force

EL SEGUNDO, Calif. — The US Space Force Talent Management Office (TMO) hosted a town hall meeting at Space Systems Command to discuss and reinforce the implementation of the Guardian Ideal on July 13.

The Guardian Ideal, first used in September 2021, is a foundational document creating a new approach to talent management to build on each individual’s unique strengths and empower high-performing interconnected teams.

“The Guardian Ideal is the human capital strategy for the head of space operations, designed to integrate talent with the character and potential to excel,” said Robert Romer, director of US Space’s Talent Management Office (TMO). Strength. “We give them information and choice, develop it based on their wants and the needs of Space Force, to create the high-performance teams we need to secure and defend space. Very important to emphasize that everything we do for human capital is based on Space Force requirements”

Creating the Guardian ideal for Space Force’s more than 16,000 military and civilian Guardians builds the mindset of a modern fighter. Its intent is to develop Guardians and equip them with the in-depth understanding of military operations and joint combat proficiency necessary to defend the nation’s interests in space.

According to Romer, the Guardian Commitment, a social contract designed to focus on the mission and strengthen teams, is an essential foundation for achieving this goal.

“Commitment is our foundation. If you’re not a good team player, you’re probably not going to progress in the Space Force,” he said.

“Know the Guardian’s commitment,” added Dr. Matthew Jobe, Guardian Learning Lead and Director of Development for the US Space Force TMO. He referred to the three components of Guardian Commitment: USSF Values, Team Leader Responsibilities, and Team Member Responsibilities.

Jobe explained that a Guardian Commitment Guide is also being developed, which will provide more depth and context for each value of the “I will” statements under each team member’s responsibilities and leader. Based on these “I will” statements, expected behaviors and conduct of leaders and team members will be derived for the new performance appraisal system.

SSC’s talent management team worked closely with TMO to lead the employment of Space Force Civilian Hire Pilot AcqDemo, a talent operations platform designed as a one-stop-shop for all human ressources. The pilot program gives hiring authorities greater flexibility in sourcing talent across a wider space industry via LinkedIn, Indeed and other industry-based platforms.

“Indeed, SSC was at the forefront to some extent, in improvements in how we were able to do the hiring that is now recognized across the Space Force,” said Chad Millette, head of learning for SSC.

Therefore, SPC has also set a precedent for digitization and standardization to speed up the onboarding process.

Romer explained, “One of the programs used here at SSC is called ‘Trello’. It’s not company-wide. It’s more centralized and unit-only here, but we’re going to make it consistent across all Space Force units.

As with many missions, success drives readiness by having the right people for the mission, a direct reflection of the nation’s recognition for the specialized space defense capabilities unique to the Space Force.

“We don’t have the abundance of people where we can allow the volume to take over the work,” Jobe said. “When we are only 16,000, it is more difficult to do. If we lose someone important, we just haven’t lost the human, we’ve also lost the skills.

Compared to its larger sister services, the maintenance of Space Force’s human capital is essential and its importance is further magnified. During the town hall, they explained that the US Air Force, with approximately 330,000 active duty Airmen and approximately 200,000 civilians, has the capacity to fill positions when needed to support operations.

“Everything we do is designed to make sure we’re thinking about skills,” Romer said. “What we can do to attract people who want to be part of this great work environment, be a great teammate, and be connected to the mission.”

For some SSC Guardians, accelerating these changes can drive and push new standards while diverging from familiar Air Force tailored concepts to ensure Space Force maintains a competitive edge. It is tailored to a small single force designed to provide space-based capabilities for future joint combatants.

“Are we going to see performance reviews updates?” asked Col. Heather B. Bogstie of the Space Sensing Program during the first session of the Town Hall. “In my opinion, they can’t come soon enough. Are we considering accelerating this at some point? »

The issue was taken up by Lt. Col. Rupinder Sekhon with the Military Communication and Positioning, Navigation and Timing Program in the second session. “Having our team understand where they are and where they can improve is a good feedback mechanism. Having constant feedback is a good thing because you can make adjustments faster.

The new approach to performance reviews, expected by the end of fiscal year 2023, will consist of continuous assessments of individual performance, focus on the team’s mission, collect data from multiple sources, and use measures developed by experts.

“Multi-source data collection will continue to grow, reduce administrative burden and become more team-oriented,” Romer said. “We asked Guardians what they value about a team-centric approach to mission accomplishment, what that system should look like, and what values ​​resonate with Guardians when evaluating performance. from a team concept.”

Another important aspect of the Guardian ideal that was mentioned by Romer is embracing the Space Force culture that is based on team strength and mission focus.

“The Guardian Commitment is the foundation for building our culture and implementing the ideal of the Guardian,” he explained. “The four values; commitment, courage, character and connection are at the heart of all talent management programs and processes. »

Millette emphasized one key takeaway: TMO will continue to work with Guardians every step of the way to achieve the Guardian ideal.

“The Space Force Talent Management Office has been and continues to use the Guardian Ideal as a means to develop and implement state-of-the-art processes and procedures for the recruitment, placement and development of Guardians. “, said Millette. “SSC’s Talent Management Office is working with the TMO to ensure that SSC’s workforce is well supported.

TMO presenters discussed the following goals and the way forward:

  • Transfer over 1,000 more interdepartmental transfers by the end of FY22
  • Implement AcqDemo Direct Hire Authority by September 1, 22
  • Implement workforce design concept by end of CY22
  • Operationalize the Guardian Commitment into HR processes and culture by the end of FY22
  • Completion of core and professional skills development by end of FY22
  • Map skills by position by the end of AC22; Evaluate tutors by the end of CY23
  • Transition from Legacy USAF Evaluations to Performance Evaluations by FY23
  • Develop a framework for promotion readiness by the end of CY22; implement FY24

For more information on the Guardian Ideal, please connect with your local Command Talent Management office.