BENCH-BUILDING AT ARMY LABS
FIGURE 1 S&T COMMAND
U.S. Army Corps of Engineers Engineer Research and Development Center
U.S. Army Medical Research and Materiel Command
U.S. Army Materiel Command Research, Development and Engineering Command
ALL TYPE
BACHELOR ADVANCED VETERANS BACHELOR ADVANCED VETERANS BACHELOR ADVANCED VETERANS BACHELOR ADVANCED VETERANS TOTAL
HOW DIRECT-HIRE IS USED
Direct-hire authority lets Army labs hire who they need without regard to regulations that slow down other federal hiring—but that authority is limited. This shows the Army laboratory use of the direct-hire authority in 2016. The number of direct-hire actions per calendar year is limited to a given percentage of the total number of scientists and engineers at the STRL in the previous fiscal year. For potential hires with an advanced degree, a lab can use direct-hire authority to bring on board 5 percent of the previous year’s workforce level; for those with a bachelor’s degree, it’s 6 percent; veterans, 3 percent; and students, 10 percent. (SOURCE: The author)
AUTHORIZED 69
58 39 36 61 12
557 501 265 662 620 316
1,598
USED % USED 48
45 14 12 36 7
286 161 38
346 242 59
647
70% 78% 36% 33% 59% 58% 51% 32% 14% 52% 39% 19% 40%
market advantage with an agile and flexible operational structure designed to accomplish evolving S&T priorities.
• A robust group of senior STEM leaders to enable effective and efficient execu- tion of S&T programs, with support from a balanced blend of administra- tive, technical and professional staff.
ARMY STEM WORKFORCE Te Army must instill innovative work- force management practices to empower the Science and Technology Reinvention Laboratories (STRLs) to be an attractive venue for technical careers.
Te Army STRLs—all Army labs that execute joint S&T funds are desig- nated as such, which confers additional authorities in how they’re run—represent a unique segment of the broader Army workforce, including a highly educated, highly technical and highly recruited population. Recruiting and hiring into specialized positions within the Army STRL enterprise is often inhibited by the traditionally tepid hiring timeline and smaller compensation packages as com- pared with the private sector or academia. An innovative S&T enterprise requires
Case Study – USAMRMC
The U.S. Army Medical Research and Materiel Command (USAMRMC) has had challenges recruiting certain key tech- nical personnel as civilian employees because of the inability to provide salaries competitive with what the pharmaceutical and biotech industries can offer. The national median salary for a senior-level life scientist is $244,000 a year; the maximum salary for civilian employees under the USAMRMC Labora- tory Demonstration Project is $172,000 per year. Based on special authorities provided to the U.S. Department of Health and Human Services, top-level life scientists at the National Institutes of Health have salaries ranging from $194,000 to $240,000 a year.
One USAMRMC laboratory required an expert in the use of imaging technologies to evaluate disease states in animal
174 Army AL&T Magazine January-March 2018
models. This individual worked for a major pharmaceutical company at a higher salary than could be provided to a civil- ian employee. The only way this person could be attracted to work in the USAMRMC was to be hired through a contracting company. This incurred a significantly greater cost to the gov- ernment and deprived USAMRMC of technical personnel who can manage employees and programs and make decisions on behalf of the government.
By being able to provide competitive salaries, USAMRMC would be better equipped to recruit top-performing medical researchers to its laboratories.
—DR. MATT WILLIS
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