WORKFORCE
INTRO TO ACQUISITION
Capt. Samuel Leslie briefs cadets on what PEO Soldier does for the warfighter. PEO Soldier was one of the Army program executive offices that, in addition to the Army DACM Office, staffed the Army Acquisition Corps tent at Cadet Summer Training Advanced Camp in August.
Command, the Program Executive Office (PEO) for Soldier, PEO Aviation, PEO Missiles and Space, PEO Combat Support and Combat Service Support and PEO Ground Combat Systems. Many of the cadets had never heard of Army acqui- sition, nor of the benefits of joining the Acquisition Corps—advanced college education paid for by the Army, a chance
We also want to make sure that every officer has an opportunity to have successful company command before joining acquisition. We truly value the basic branch experience and leader development.
to do work critical to the warfighter, an opportunity to be involved in ground- breaking research, and so much more.
Te initial feedback was very positive. Although those cadets are years away from the point in their careers when they could move into acquisition, we’ve at least planted the seed. Tis is part of our strat- egy: We are engaging officers at a different point in their careers than we have in the past. One of the things we’ve learned is that a lot of younger officers didn’t know about acquisition, didn’t know what potential opportunities existed for them.
In addition to Advanced Camp at Fort Knox, we’re planning to develop a part- nership with the United States Military Academy at West Point, with large ROTC programs and Officer Candidate School, following through at the Basic Officer Leaders Course and the Captain’s Career Course, right on through the window, six or seven years into their careers, when offi- cers can move into acquisition through the Voluntary Transfer Incentive Program process.
We don’t know yet to what degree this effort will entice some to stay in the Army who typically were not staying, or even whether we’ll be able to identify the few attractive candidates that we haven’t been able to identify in the past. We’re going to attack this problem from several avenues. But we feel that if we open our aperture, in terms of both the target population and the time frame when we typically would talk to officers, we’ll have an opportunity to better shape the future of FA51 officers.
COMPLEX SKILLS NEEDED We all know that the environment we’re in today—creating a U.S. Army capable of fighting and winning across multi- ple domains: land, air, sea, space and cyber—will require an evolving set of skills, behaviors and competencies. Te people business is one that takes a long time to influence. In addition to what we know today, we expect that we will learn about additional skill sets and competen- cies that we need inside of our formations over the next several years. We have to focus on that process so that we can attract those officers who have the highest degree of aptitude for success in some areas that
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