Scope of Work:

The Department of the Navy experienced a major downsizing effort in order to reduce its employee levels and cost structure.  There is a need for a different type of Navy due to many changes in the global community, advances in technology, and in the way combat forces will be deployed and managed in the future.  The future has been uncertain for many military and civilian employees in the Department of the Navy and for many of its weapons programs.  Leadership and workforce development have become strategic components of its human resource initiatives.  Process Action Teams are being used to study and recommend fundamental changes to almost every aspect of the Navy’s practices and processes.

The Human Resources Office of the Department of the Navy/ NAVSEA in Crystal City selected Sterling Institute as its supplier of training for its middle managers, supervisors and frontline employees on the subjects of managing change, leadership and career development.  Sterling Institute’s programs integrate fundamental concepts on leadership with the specific NAVSEA issue of leading a transformation to quality.  Custom materials and program applications make direct connections to the tough issues NAVSEA employees face.  Diagnostic assessments and employee feedback measurements are used to identify specific ways participants can tailor their workgroup priorities for improved performance.

Accomplishments:

Several hundred participants from NAVSEA have successfully completed these programs.  As a result, each participant has emerged with specific action plans designed to meet the unique needs of his/her work unit for change management, workforce development, teamwork, and leadership.  The program evaluations are superior and several follow-up consulting projects have emerged as a result of the quality of training and development the participants received.