Building Stronger HP Programs: Overcoming Staffing and Retention Challenges

For most Department of Defense (DoD) Human Performance (HP)programs, the staff is the primary deliverable. These individuals embody the HP brand, nurturing the culture essential for initiatives to thrive. They are the frontline ambassadors who ensure programs align with the commander's intent and resonate deeply with participants. HP practitioners serve as the organization's voice, representing its commitment to stewardship and employee well-being. However, for whatever reason, staffing and retention appear to be significant challenges for these programs.

In the short term, staffing and retention issues slow progress and introduce risk. In the long term, high turnover rates and difficulties in attracting qualified personnel could undermine the success of both new and established programs. These challenges delay progress, disrupt service continuity, erode institutional knowledge, reduce customer satisfaction, and ultimately increase risk to HP missions. Addressing these issues is critical for maintaining the integrity and effectiveness of HP programs.

The Landscape

The federal government has become a significant employer of HP professionals, rivaling traditional athletic sectors. The past decade has seen a surge in opportunities for roles like strength and conditioning coaches, athletic trainers, and mental performance specialists, thanks to programs like the US Special Operations Command's Preservation of the Force and Family(POTFF) and the Army's Holistic Health and Fitness (H2F). With the recent award of the Air Force’s $988 million dollar Human Performance Optimization contract vehicle, this trend is likely to continue.

Despite promises of work-life balance, holidays, and job security, challenges in staffing and retaining employees persist. Some signs point to potential shortages in fields like athletic training, with hiring managers reporting difficulties in attracting qualified applicants. However, this doesn’t appear to be the only or the most crucial factor at play. As job opportunities in HP grow, addressing staffing and retention risks is crucial for sustaining the field and bolstering capabilities.

Impacts of Staffing and Retention Issues

Staffing and retention issues impact operations, finances, and customer satisfaction:

Operational Impact: Losing an employee or failing to fill a position results in lost productivity and forces remaining team members to take on additional responsibilities, leading to overwork and decreased morale. Service lapses can compromise the capability of an HP program, damaging team cohesion and morale, and reducing program effectiveness. Further, new personnel require time and immersion to fully comprehend the nuances of supporting tactical athletes, extending the time required to reach baseline operating capability.

Financial Impact: Staffing and retention issues can lead to significant financial challenges. High turnover can burden employers with relocation costs and other benefits associated with hiring new staff. Additionally, vacancies can render funding allocated for manpower support unusable, resulting in waste.

Customer Satisfaction Impact: The most critical impact is on customer satisfaction. Customers often build personal relationships with HP practitioners, and losing key team members can lead to feelings of disappointment or, worse, end users disengaging from the HP program. This disruption can severely damage customer trust and hinder the long-term success of HP programs.

Reasons Behind Challenges

Though staffing and recruiting issues are multifaceted, some of the more common problems we have heard are:

Compensation Packages: Competitive financial incentives are crucial for attracting and retaining top talent in any field. However, whether through source selection criteria or competing programs, DoD HP programs are often hamstrung by broad ranges of compensation packages, resulting in fratricide. Is this something that can be addressed? If so, how?

Upward Mobility: HP programs require large volumes of modality practitioners with varying organizational constructs. Are there currently enough opportunities for practitioners to realize their full professional potential through DoD HP? If not, how could programs reasonably improve upon this?

Culture: We’ve all heard the famous Peter Drucker quote, “Culture eats strategy for breakfast.” Is workplace culture a contributing factor for retention challenges? If so, what specifically should be addressed?

Workplace Locations: Military installations are often in remote or austere environments, resulting in high turnover unless roles are filled by individuals with ties to the area. How significant is workplace location when analyzing root causes of staffing and retention issues?

Strategies for Improving Retention

As DoD HP continues to expand, we’ve heard that the following three strategies may help establish better rapport with practitioners.

Employee Engagement and Support: Clear expectations, defined goals, and a solid understanding of the mission, coupled with recognition of achievements, motivate employees. Effective communication and support mechanisms can increase employee tenure and foster long-term program success. What other employee-focused strategies could be helpful?

Prioritizing Workplace Culture: Generally speaking, HP teams are integrated, which requires a significant amount of social interaction. Practitioners who report high job satisfaction often attribute it significantly to team dynamics. How can leaders enhance workplace culture to increase workplace productivity and satisfaction?

Compensation Packages: Offering consistent and competitive compensation is a straightforward way to retain HP practitioners. What are reasonable ways that customers and companies can make headway on this chronic challenge to improve marketability and reduce risk for current employees?

Bottom Line

Addressing staffing and retention challenges is crucial for the success and sustainability of DoD Human Performance (HP) programs. Understanding the impact of these issues on operations, financials, and customer satisfaction allows organizations to take proactive steps to improve retention. Is this the full picture, or are there other considerations that could improve staffing and retention challenges? Let us know your thoughts!

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