BUILDING ON SUCCESS
The HCSP structure provides the AAW a continued path toward focusing on education, training and upskilling.
Along with Back-to-Basics, the DACM Office launched the MOREin’24—a campaign to enhance digital expertise and promote ongoing skill development among AAW personnel. By promoting continuous digital learning courses (offered through Udemy), acquisition-coded employees can obtain the Digital Foundations certification while also enhancing their professional development and digital proficiency. (Read about MOREin’24 in “Serving the Digital Entrée” in the Summer 2024 issue of Army AL&T.)
In addition to upskilling and education, the HCSP focuses on employee retention through various other initiatives. Tese include the Talent Based Career Alignment program, which offers career stability and incentives for high-performing offi- cers, and the Student Loan Repayment Program which may offer eligible employees financial assistance to repay their educational debt. Tese incentives not only cultivate a culture of learning but also assist in retaining current talent within the workforce.
CONCLUSION Te HCSP continues to build upon the core components estab- lished in previous versions. Further accomplishments include establishing the Recruitment and Sustainment Center of Excel- lence (now the Army Acquisition Workforce Civilian Human Resources Service Center), which has reduced time-to-hire and implementing competency assessments to identify and address skill gaps. Additionally, the expansion of the Training With Industry Program and the introduction of the Acquisition Leader Assessment Program have both further bolstered lead- ership development.
“Some of my favorite outcomes of the Human Capital Strategic Plan over the last eight years have been largely through the shar- ing of best practices,” Greene said. “Some of those include our new Army Acquisition Workforce onboarding training. Another one includes a focus on centralized recruiting efforts. Finally, the kind of earliest notable outcome was an emphasis on focusing on the reduction of time-to-hire and seeing that come to fruition, not only for the Army Acquisition Workforce, but I think that largely led to help for the overall Army.”
Trough an ongoing commitment to skill development, staff motivation and focusing on and investing in knowledge, the HCSP continues to strengthen and empower a talented and loyal AAW. “Tis is a team effort—one that will require everyone to play their part, from our most senior acquisition leaders to our supervisors to the workforce member. A strong workforce is critical to making sure our Soldiers are never in a fair fight,” Richardson said. “As our operating environment continues to rapidly evolve, it’s more important than ever that we are delib- erate in our human capital planning. We must be agile to adapt quickly to new trends and we must take proactive measures to ensure our workforce remains ready, professional, diverse and integrated. Te latest iteration of the AAW Human Capital Stra- tegic Plan is designed to frame these efforts and set actionable and measurable objectives that my office, as well as our stake- holders across the Army acquisition enterprise can leverage to strengthen the workforce.”
By consistently monitoring and adjusting mission priorities as needed, maintaining a high level of expertise and accomplishing the goals set forth by the HCSP, the AAW can support Soldiers in a way that enables them to accomplish current missions and be ready for the ones in the future.
For more information, go to
https://asc.army.mil/web/hcsp or email
usarmy.belvoir.usaasc.mbx.usaasc-aaw-hcsp@
mail.mil.
REBECCA WRIGHT is a writer and editor with Army AL&T and the U.S. Army Acquisition Support Center at Fort Belvoir, Virginia. She has more than 14 years of experience writing and editing for DOD and the U.S. Department of Justice.
96
Army AL&T Magazine
Fall 2024
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