Day three began at 9:00 am with a Learning Lab: DP3—2024 In Review; 2025 In Preview, in which IAM’s VP of Government & Military Relations, Dan Bradley, explored hot topics with Military Service Headquarters and Joint Personal Property Shipping Office (JPPSO) leaders from the Army, Air Force, and Navy. Discussions ranged from issues coming out of the 2024 peak season to how 2025 might take shape in the Defense Personal Property Program (DP3), especially given the Global Household Goods Contract rollout.

The Department of Defense (DoD) personal property program was reviewed, focusing on the successes and challenges of the 2024 peak moving season. Overall, the season was described as “quiet” with fewer operational issues than in past years, attributed to stable business rules, effective communication, and improved transit times. This stability allowed for better coordination among Transportation Service Providers (TSPs) and government entities, leading to smoother processes and fewer complaints. Notable concerns included limited capacity issues in Puerto Rico and a few incidents related to personnel lacking background checks, which were resolved but highlighted the need for ongoing attention.

For the upcoming year, the 2025 business rules are under discussion but not yet finalized, with expectations of continuity in stability. As the program shifts towards the Global Household Goods Contract (GHC), which aims to centralize management under a single prime contractor, agencies like the Air Force and Navy have already begun implementing GHC processes for intra-state moves. With minimal disruptions reported, the DoD anticipates expanding to inter-state and international moves in the next phase, while stakeholders continue to address feedback and technical adjustments to support seamless transitions.

Speakers included Dan Bradley, Director of Government & Military Relations, IAM (Moderator); Jay Yerkey, Director, Navy HHG Program; Kimberly Hogue, Lead Contracting Officer Representative, USTRANSCOM; Brian Imler, Chief, Personal Property Policy, HQ USAF; Juan Carlos Adorno, Chief, Customer Service Management Division, JPPSO-Mid-Atlantic; and Karie Smithers, Deputy Director, JPPSO-NE.

Another session, All-in and All Together on Data Solutions, ran concurrently with the DP3 panel. This engaging session, led by IAM Data Solutions Chair Alvaro Stein, explored the challenges and evolving landscape of data-sharing in the moving industry. It featured a panel with key stakeholders spearheading this collective effort. We briefly introduced the Data Solutions Initiative, highlighting key concepts and potential data sharing framework such as the IATA ONE Record Standard. Read more about this session and about the ONE Record Standard in this issue’s Data Solutions Initiative Update column, found on page 48.

At 11:30 am, the Hall of Honor Recognition Ceremony and Luncheon was held to recognize inductees into the IAM Hall of Honor. Executive Committee Chair John Burrows opened the ceremony as a celebration of the legacy that each awardee leaves behind. Hall of Honor Selection Committee Chair Ebru Demirel spoke next, calling the Hall of Honor the Oscars of our industry. She spoke about the 16-year history of the Hall of Honor and presented the committee members.

The 2024 class included Diana Corona of Enterprise Database Corporation, Ernst Joerg of Packimpex, and Former IAM President Chuck White. Video tributes for each inductee were shown, and each award was accepted with a few heartfelt words.

Each honoree received a crystal award, a Hall of Honor lapel pin, and a certificate of induction. Their full Hall of Honor biographies can be found in the September/October 2024 issue of the Portal magazine. The Hall of Honor was established in 2008 to pay tribute to industry leaders whose careers reflect exceptional and distinguished service to their companies or the Association, or who have worked to elevate the industry as a whole.

Please note that nominations will open on January 1 for the 2025 Hall of Honor class. See the Nomination Guidelines page for details.

At 1:30 pm, the IAM Learning Lab: U.S. Federal Agency Panel began. This panel discussion offered attendees valuable insights into major U.S. government shipping programs, regulatory updates, and best practices for successful relocations. Panelists from FMCSA, GSA, Department of State (DoS), and ARPIN International Group provided key updates, including trends in consumer protection, fraud prevention, and innovations such as AI systems and virtual surveys. FMCSA's Winsome Lenfert emphasized rising consumer complaints, with 6,230 complaints in 2022, including 3,700 hostage load cases, and the agency’s enforcement efforts, which resulted in 140 enforcement actions and over $500,000 in civil penalties. The FMCSA also highlighted the “Protect Your Move” section of its website, a tool to help consumers identify rogue movers.

Monique Marshall of the GSA discussed the Transportation Audits Management System (TAM), focusing on the frequent issues of weight adjustments, SIT (storage-in-transit) performance, and assessorial charges. She provided insights into the auditing process and the recovery of overcharges from transportation service providers. Heather Dodd of the Department of State (DoS) explained the department’s two shipping programs—an in-house service and one through external providers—along with their comprehensive relocation services. She highlighted challenges the DoS faced with the Baltimore bridge collapse and shipping delays in the Red Sea, noting the department's use of General Average insurance. She also mentioned that U.S. government freight is exempt from Advanced Air Cargo Screening, and that while lithium-ion battery guidelines vary across agencies, electric vehicles can't be shipped to all locations. The DoS is also developing AI systems to improve their operations.

The use of virtual surveys was discussed, with Heather Dodd noting they have been available for four years, helping mitigate claims, though customer consent is required. Mark Green of ARPIN International Group emphasized the importance of pre-screening shipments and highlighted challenges like automobile safety recalls, which often can’t be addressed overseas, and shipping electric vehicles. He also flagged the potential impact of the upcoming Gemini Alliance between Hapag-Lloyd and Maersk, set to take effect in February 2025, which could disrupt the industry due to its hub-and-spoke model. Overall, the session equipped attendees with critical knowledge to navigate the evolving landscape of federal relocations and shipping logistics.

Speakers included Morgana Somers, Director of Global Services, IAM (Moderator); Heather Dodd, Chief, Transportation Management and Claims Branch, Transportation Management Division, U.S. Department of State; Monique Marshall, Team Lead of the Accounts and Collections Branch, Transportation Audits Division, GSA; Mark Greene, Senior VP, Global Operations, Arpin Group Ltd.; and Winsome A. Lenfert, Regional Field Administrator, Federal Motor Carrier Safety Administration (FMCSA).

The day’s final IAM Learning Lab was Sip & Lead: An IAM Leadership Alliance Session for Small Group Discussions. Georgia Angell, Chair of the IAM Leadership Alliance, began with the announcement that her term as Chair is ending, and that leadership of the Alliance will pass to co-chairs Macarena Scalia of Nedrac, and Kay Kutt of Silk Relo.

This session was designed to facilitate small group discussions focused on practical leadership skills and knowledge, encouraging members to think outside the box and leverage their employees’ skill sets. Interactive discussion topics included:

Leading Across Generations

Effectively managing a multi-generational team involves recognizing the unique strengths and values each age group brings, adapting communication styles, and fostering an inclusive environment. Here’s how to bridge generational gaps for a more cohesive team:

Recognize Generational Strengths: Different generations offer distinct skills: Millennials and Gen Z excel in digital fluency, while Gen X and Baby Boomers bring experience and strategic insight. Assign roles that leverage these strengths to boost engagement and productivity.

Adapt Communication Styles: Preferences vary, with younger employees favoring digital communication and older staff leaning toward face-to-face discussions. Adjusting communication methods and maintaining an open-door policy encourages understanding and collaboration.

Promote Cross-Generational Mentorship: Establish mentorship programs where junior employees share technical knowledge and senior members provide guidance. Reverse mentoring fosters mutual respect and skill-sharing across the team.

Encourage Flexibility: Offering flexible work options supports different needs and priorities, enhancing work-life balance and morale.

Create a Culture of Learning: A growth-oriented culture breaks stereotypes and builds empathy. Regular training on cultural competence and diversity strengthens team dynamics and respect.

Unite Under a Common Purpose: Shared goals align values across generations. Highlighting each role’s contribution to a larger mission brings teams together.

Seek Feedback and Acknowledge Contributions: Regular feedback sessions and recognition across age groups build mutual respect and reinforce each person’s value within the team.

Addressing Unconscious Bias in the Workplace

Reducing unconscious bias is key to fostering an inclusive and equitable workplace. Biases can subtly affect decision-making, from hiring to promotions, impacting team dynamics and individual performance. Here are effective ways to identify and address workplace bias.

Raise Awareness Through Training: Regular training helps employees recognize common biases, like affinity or confirmation bias. Awareness is the first step toward reducing biases that may otherwise go unnoticed.

Encourage Open Discussions: Creating a safe space for employees to share their experiences and concerns around bias fosters transparency and reduces stigma, promoting an environment of trust.

Implement Fair Hiring Practices: Standardized interviews, diverse panels, and blind resume reviews help minimize bias in recruitment, ensuring qualifications drive hiring decisions.

Add Bias Checks in Decision-Making: Encourage self-reflection during evaluations and promotions, questioning if decisions are based on objective evidence to reduce snap judgments.

Review Policies for Equity: Regularly assess policies to ensure they support fairness, particularly in areas like flexible work and development opportunities.

Promote Cross-Cultural Collaboration: Working in diverse teams builds empathy and broadens perspectives, helping employees understand and challenge their biases.

Monitor Progress: Tracking metrics like employee retention and promotion rates can reveal if diversity initiatives are effective, guiding future actions.

Lead by Example: Leaders who acknowledge and work on their own biases set a positive example, making bias reduction a collective effort.

Ongoing education and support sustain an inclusive culture, enhancing team cohesion, innovation, and satisfaction.

Strategic Workforce Planning: Downsizing and Expansion

Strategic workforce planning, whether for downsizing or expansion, requires aligning with business goals, assessing impact, and managing changes effectively. Here’s a structured approach to planning for either scenario.

Align with Business Goals: In downsizing, focus on core functions and cost efficiencies. For expansion, align growth with strategic objectives, whether entering new markets or scaling offerings.

Conduct Workforce Analysis: Assess essential skills for continuity in downsizing, avoiding the loss of critical talent. In expansion, identify skill gaps and prioritize hiring or upskilling for new functions.

Focus on Leadership and Succession Planning: In both scenarios, ensure leadership stability. Downsizing requires filling potential gaps, while expansion needs emerging leaders to support growth.

Evaluate Financial Impact: Downsizing saves costs but may impact morale and knowledge retention. For expansion, weigh hiring, training, and onboarding costs against anticipated revenue.

Address Legal and Compliance Requirements: Comply with labor laws in downsizing and ensure adherence to local regulations in new markets during expansion.

Prioritize Employee Development and Retention: Retain talent by offering development opportunities, especially in expanded roles. In downsizing, equip remaining employees with skills for added responsibilities.

Monitor Performance: In downsizing, set realistic metrics as workloads shift; in expansion, define standards for new roles to ensure alignment with growth goals.

Strategic planning for workforce adjustments helps organizations navigate changes while supporting long-term stability and success.

This session provided an incredible opportunity to connect with industry peers in an engaging and dynamic atmosphere, all while enjoying cocktails.

Later that evening, the YP Social Mixer kicked into gear at The Beer Park at the Paris Hotel. The Beer Park has a large outdoor patio overlooking the Bellagio fountains, pub games, and multiple bars indoors and out. Many of our YP members and guests stayed quite late to enjoy some Las Vegas night life.