CIVILIAN TRANSFORMATION
allows them to communicate with their careerists and facilitates information shar- ing across the workforce, Brown said.
Another benefit of ACT is the ability to send out information to the entire work- force, particularly regarding training announcements. This will help solve the problem of people receiving announce- ments after the application deadline, Brown said.
Most important, she said, “Army Career Tracker will put you, the Army civil- ian, in the driver’s seat to help you more effectively take ownership of your own development.”
ACT was deployed to the first spiral of six career programs, with the next spi- ral deployment scheduled for December 2011. Nearly 10,000 Army civilians— among 80,000 people total, including NCOs and officers—have logged into the system, Brown said. When ACT is fully operational, a total of 1.2 million users are expected to be in the system.
“A successful career always requires active career management. And the best person to manage your career is you,” Brown said. “No one has as much at stake in the out- come of your career decision, and no one else will work as hard to ensure success. ACT is a start.”
NEED FOR CHANGE A constant theme in the current environ- ment of fiscal constraints has been the need for a culture of change, and that is no different for the Army’s civilian workforce.
“The Army has invested a lot, and I think this is our revolution,” said Ellen M. Hel- merson, Deputy Chief of Staff, G-1/4 (Personnel and Logistics), U.S. Army Training and Doctrine Command. “This is our time for change.”
158 TRACKING DEVELOPMENT
The Army Career Tracker website allows both Soldiers and civilians to plan their career maps, moni- tor progress, and take advantage of leadership and development opportunities. (U.S. Army photo.)
Helmerson emphasized that as the Army looks at U.S. Army 2020 and the Future Force, civilians need to be part of that dis- cussion and those decisions. “We have to be part of those deliberations, because we play a key role in that Future Force.”
As the environment changes, the civil- ian workforce must change as well. Facing some of the same issues the Army has faced in past decades, includ- ing hiring freezes and downsizing, Army civilians need to be “part of the voice,” Helmerson said.
Lifelong learning and attitudes toward training and education are also vital to this cultural shift. “We have the sources; we have training; we have education; we have experiential opportunities,” Hel- merson said. “Be willing to seek those challenges and to reflect honestly on your abilities, what you’re ready for and what you’re not, and what will get you to that next step.”
CONCLUSION Using the existing talent and experience of the civilian workforce, in addition to allowing employees to take advantage of
Army AL&T Magazine
learning and training opportunities, is essential to maintaining a highly skilled workforce that supports an institutional Army to support the operational Army.
“The real contribution of civilians … [is] about the incredible range of skills, tal- ent, and leadership that our Army Civilian Corps brings to the fight,” Dunwoody said.
Stamilio summed up the goal of civilian workforce transformation in line with the views of senior Army leaders: “Civil- ian workforce transformation is about building an agile, adaptable workforce that takes advantage of all of the things that make the civilian cohort great,” he said, “and incorporates many of the man- agement processes that provide for the machinery, the policies, and the processes that make up solid workforce manage- ment, be it military or civilian.”
BRITTANY ASHCROFT provides contract support to the U.S. Army Acquisition Sup- port Center through BRTRC Technology Marketing Group. She has nearly 10 years’ experience in magazine editing and holds a B.A. in English from Elmhurst College.
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