“NURTURING THE NEXT GENERATION: PROMOTING A CULTURE OF KNOWLEDGE-SHARING AND PROFESSIONAL PRIDE IN CUSTOMS”

Jamaica Customs remains firmly committed to the development of its employees

Peter Schutz - a former Acting CEO of Porshe, and now renowned motivational speaker and businessman, once said “Hire character. Train skill.” This is a simple but profound perspective, which the Jamaica Customs Agency (JCA) identifies with, particularly in the context of the World Customs Organisation’s (WCO’S) theme for International Customs Day – 2023, “Nurturing the Next Generation: Promoting a Culture of Knowledge- Sharing and Professional Pride in Customs”.

Why’s this?

The transformational team in the Human Resource Management and Development Division (HRMD), with the active support of the Chief Executive Officer/commissioner of Customs, the Executive Management Team and internal business partners in the Internal Affairs Division, have embraced a strong focus on a robust recruitment and selection process.

This, not limited to automation of some components of that process, but an involved security vetting mechanism which delves into identifying the best fit characters, for joining the JCA family, in furtherance of strengthening the solid cadre of employees who effectively demonstrate and apply themselves with the ideals of the Agency’s Core Values: Customer-focused, Accountability, Professionalism, Integrity and Transparency (CAPIT).

Multi-generational Workforce and Succession Planning

As the JCA recruits, we are always conscious that we are effectively, a unique multigenerational workforce, with an influx of Gen-z’s, joining the significant number of Millennials (Gen-y’s) which accounts for the main percentage of the employee population in the Agency, with minimal representation of Baby Boomers and Generation X’s. We pride ourselves in being able to effectually foster a space, where all generations co-exist seamlessly, in an environment where multi-level learning and development, coaching and mentorship happen, without prejudice. That is characterised by numerous examples of Gen-y’s supervising Gen’s X’s and even Baby Boomers, and vice versa, without any negative implications on the actual operations of the Agency.

This is guaranteed, based on the initial approach of identifying the employees with the requisite attitude for the job(s), technical competencies (as required), access to ongoing knowledge augmentation, and sustained by a strategic and transparent approach to work planning and performance evaluation, based on empirical data and organisational commitment to continuous improvement. In that environment, the ‘young’ and the ‘not-so-young’ can support each other in fulfilling the JCA’S mandates, in addition to the more experienced employees being provided with a space to transfer their job and general professional and social knowledge to those who will succeed them in time to come, essentially nurturing the ‘next generation of Jamaica Customs’.

This reality allows for the JCA to not only ‘nurture the next generation’ but fosters the appetite for dualnurturing, where the ‘teacher’ also learns from the ‘student’ –contributing to a more cohesive workforce, with due regard for the strengths that each employee possesses and can use to empower others. This has served well in advancing our Agency’s efforts at enabling more effective succession planning, for not only a modern customs administration, but one which is characterised by sustainable human capital development practices and systems.

Human capital enrichment is a ‘big ticket item’ on the Agency’s agenda, and there is consistency in the management’ support for this to be realised annually. It is known, by persons within and without the JCA, that in addition to engaging the services of individuals of unblemished haracter and suitable technical competencies, that the organisation is active in its demonstrated commitment to a sustained programme of competency/capacity development. Through the Human Resource Development Branch in particular, employees who are functioning in various areas of the organisation, get access to a wealth of “customs knowledge”, covering all areas of the Agency, ranging from its role in trade facilitation, protection of Jamaica’s borders from illicit trade, and optimising of revenue collection on behalf of the state, to its large corporate affairs operating framework and procedures.

In fact, as a part of bolstering the employees’ capacity to execute operational activities, particularly for active engagement as Customs Officers, a comprehensive “Customs Line Officers” course is offered. It is delivered internally, through the knowledge-sharing experience, facilitated by in-house subject matter experts, some of whom are trained educators; and others whose skills were developed through ‘Train the Trainer’ programmes offered by the Agency. To facilitate this longstanding feature of the Agency’s training profile, officers are assigned solely to the course of study, and on completion, get the opportunity to participate in a ‘Line Officers Graduation Ceremony’, with all components of typical graduations, but with the “Jca-jazz” applied to it.

With this knowledge enrichment, at no cost to the participants, there is both learning and development of pride for being a part of the Customs family, when one gets to the core of all the JCA does. Coming out of this programme, employees advance in awareness, technical competence, emotional certainty, and professional pride in the work they do and the organisation they represent.

WCO Accredited Trainers and International Knowledge-sharing Opportunities

Based on the knowledge we have amassed and our willingness to share this with the other Administrations, several of our team members have been accredited as trainers and have been relied on by the WCO, to be a part of the knowledge sharing team of subject matter experts (SME’S), that equips Officers in other Administrations across the world, to improve their processes and prepare them for future operational functionality and efficiencies.

Our quest to learn from other Customs Administrations, even as we share our ever-evolving model with them, features prominently and consistently on the Agency’s agenda. During the last few months, we have been able to advance our partnership with a ‘sister’- Customs administration. We were delighted to welcome and host, a high-level delegation from the Zimbabwe Revenue Authority (ZIMRA) in November 2022, who visited with us, to undertake a benchmarking mission, in furtherance of the ZIMRA’S implementation of the Zimbabwe Electronic Single Window (ZESW). In ensuring that it was beneficial to the visiting team, our Jamaica Electronic Single Window for Trade (JSWIFT) Team was able to share knowledge surrounding our successful implementation of this project and planned next steps. The Zimbabwean delegation was able to garner knowledge from our experiences via visits to the JSWIFT Project Office, the JCA Data Centre and our key stakeholder, the Trade Board Limited. This sort of knowledge-sharing augurs well for our team, as we exchange ideas of best practices to aid other Customs administrations, as well as allowing ourselves to be vulnerable enough to identify opportunities for further growth where our dialogues reveal that those exist.

With the reopening of borders, another successful knowledge sharing opportunity which was capitalised on in recent time, was our ability to send a seven-member delegation to South Korea, to engage in a Study Tour of their Administration, with focus on capacity development, risk management and cargo management. Additionally, our team was able to examine their Non-intrusive Inspection Operational Framework, even as the JCA prepared to pilot our own Non-intrusive Inspection Programme (NIIP) in December 2022. This was a fulfilling encounter for our team members and the Agency as a whole, given the further sharing that followed, on their return.

Subsequent to that visit to South Korea, the Agency was also able to benefit, yet again, from knowledgesharing, through the Government of Canada’s sponsorship of the WCO’S Anti-corruption and Integrity Promotion Programme (A-CIP), which offered support to our valiant efforts to cauterise illicit activities. We have been able to do extensive work in that regard, with the development of the Agency’s National Assessment System in pursuit of ACIP in our context. This programme is expected to advance the results-oriented architecture of the Agency, so it can better assess its outcomes and impact, on the trade environment and the society in general.

Beyond the Core

Notwithstanding the structured programmes we deliver and participate in, the Agency also ensures that knowledge-sharing as it relates to preparing the next generation, is secured, through embedding within our organisational culture, the promotion of the eight dimensions of wellness, as we encourage all employees to take intentional steps to make them well – not only towards the physical, emotional, spiritual, financial, social and environmental wellness, but to embrace the organisation’s keep investment in the intellectual and occupational wellness components, where each employee is provided with the tools to foster a sense of being well in our workplace, experience personal and professional fulfilment, as they serve the nation, with pride – as a cadre of people who are fixed on “Country Above Self” as we face the challenges brought by each new day!

The Agency has also, in the last two years, with the onset of the COVID-19 global pandemic, transitioned to extensive knowledge-acquisition via online self-paced learning, with access granted to the WCO’S e-learning platform for Customs Officers, called CLIKC (Customs Learning & Knowledge Community). Employees have been able to gain certification in various technical areas of international trade facilitation and border regulation and protection, among others. We have since amplified the knowledge-sharing culture within the Agency, by capitalising on some unique and lucrative skillsets from within the Agency, most of which are usually rarely known and underutilised. How did we do this? We embarked on a journey of offering supplemental training courses to employees across the Agency, featuring subject matters which are unrelated to our core operational areas, but equip employees with skills which can be used to improve their personal development. These included Art and Technique of Cake Decorating, Balloon Design Skills, Introduction to Bed Linen, Makeup Artistry, Paper Flower Craft, Soft Furnishings and Cushion Making, Wig Installation and Window Treatment. It was a joy to see the enthusiasm as employees rushed to register for these courses, with all being oversubscribed. This has provided for the unearthing of hidden talents in the organisation, as well as opportunity for participants to take a break from the hard core customs administrative work and learn something which can be practically developed further in their homes, with families and friends.

Knowledge - sharing for Retirement Preparation

Our retirees are also prepared for life beyond the employment life cycle. Our Pensions Manager coordinates the activities that facilitate critical knowledge-sharing, that aids team members to transition via retirement. This is done through our pre-retirement programmes, which incorporate financial planning and investment sessions, mental readiness initiative dubbed - “The Psyche of Retirement,” personal ‘one-on-one’ retirement reality check sessions, general retirement readiness sessions dubbed “Ready...set...retire!” and various skills training opportunities, to aid employees in developing skills which can be used to occupy their time as well as potentially create supplemental income when no longer actively employed. Positioning our members to manage financially, emotionally, and psychologically after retirement is of immense importance to us, as we want them to not only experience pride of association with us while here, but when they retire, to still fly the proud Customs banner.

The Future

As we move towards ensuring that this culture of nurturing the next generation in Customs is sustained, we boldly undertake the vision of broadening how we treat with internship opportunities, career development and building out the knowledge base of our current cohort of Officers. This feat, though not easy, and certainly not a short-term goal, is supported by our vision to establish a “Customs University” underpinned by a structured competency framework, where our team members will enrol in mandatory programmes, and based on competency achieved, will advance to other levels of learning. We anticipate that in short order, our offerings will also extend to our external stakeholders, for their business’ sake, and the continuous improvement in their employees’ efficiency levels when interacting with the Agency, as well as enhanced posturing for international trade.

We are very conscious that our upcoming Change Management intervention will aid significantly in fostering continuous development in our workforce and our systems, to be realised by ongoing knowledgesharing strategies. This will feature initiatives which allow for all team members to become fully aware of organisational imperatives that are being embarked on to enable greater efficiencies, and consistent compliance with the strictures of the ISO 9001:2015 framework to which we are advancing. The Agency, in an effort to enable everyone to, not only be aware of changes, but to play a part in the change, will take steps to have tiered implementation of new or revised undertakings, with opportunities for input at all stages of these interventions. With this approach, employees who witness the Agency succeeding due to the embodying of this mechanism, can take pride in all ‘wins’, knowing they added even a small contribution to the organisation’s success.

We are, Team Customs! Learning and growing together, as we embrace a solid culture of knowledge-sharing and the promotion of professional pride in Customs, from the hiring of team members of good repute and model character, to the robust capacity development practices, resulting in ideal skills at work. It’s this that drives us towards making our mark in the public and private sectors, locally, regionally and internationally, through service to our beautiful island – Jamaica, Land We Love!