MAXIMIZING RESOURCES


regularly conducts audit readiness test- ing, which requires that RMD distribute testing samples to the appropriate PEOs and follow up to ensure that the data are uploaded as required. Army commands are to eliminate legacy contract unliqui- dated balances and begin migrating to GFEBS in January 2014.


HUMAN RESOURCES MANAGEMENT Te two primary mission responsibilities of HRMD are to perform major Army command functions related to civilian and military personnel management; and to support USAASC and the U.S. Army Human Resources Command (HRC) Acquisition Management Branch (AMB) in military and civilian acquisition career management, career development, acqui- sition organization structure and Defense Acquisition Workforce Improvement Act (DAWIA) implementation.


Te Civilian HR Branch of HRMD provides HR support for more than 5,000


Army civilian employees in


both acquisition and non-acquisition career fields within USAASC, a direct reporting unit (DRU). It provides policy guidance


and expertise on subjects


as varied as


recruitment,


staffing and


classification; performance management; honorary awards and recognitions; labor- management relations issues; voluntary early retirement and voluntary separation incentives; telework; the Senior Enterprise Talent Management program; and, of course, the furlough of DA civilians.


HRMD’s Military HR Branch supports the more than 500 U.S. Army Acquisition Corps (AAC) members within the DRU, working to ensure that the right officer, with the right skills, is assigned to the right position to support the Army’s acquisition projects and programs. To accomplish this, the branch coordinates directly with the PEO organizations and HRC, Fort Knox, KY, to provide assignment instructions for more than 200 AAC officers annually. It also takes the lead in informing officers of their selection to centrally selected list (CSL) positions.


HRMD is also heavily involved in


helping CSL PMs to obtain suitable positions after their PM tours (typically three years) are complete, and in helping the assistant secretary of the Army for manpower and reserve affairs to obtain suitable positions for senior service col- lege graduates.


Te CSL, a selection process dating back 20 years,


is where USAASC’S


“THE CONTINUED AUSTERE FUNDING SITUATION, COUPLED WITH THE ARMY HIRING FREEZE, HAS LIMITED OUR ABILITY TO FILL GAPS IN AN ALREADY LEAN ORGANIZATION.”


Force Structure and Manpower Divi- sion (FSMD) and HRMD intersect. FSMD primarily manages the “spaces,” whereas HRMD manages the “faces.” Te program has grown from 40-50 spaces


in the beginning to more than


150 now, with the growth in the num- ber of Army acquisition programs and their complexity, Israel said.


On the civilian side as well as with mili- tary personnel, HRMD wants to ensure that


it 176 Army AL&T Magazine July–September 2013 is fully informed of what both


employers and employees need. With that in mind, Garet McKimmie, chief of the Civilian HR Branch, urged organiza- tions to “give us the whole story”—not just what the job requirements are.


“Tell us what you want to do when you are requesting assistance with a personnel action,” McKimmie said. “For example, if you want to put someone on a new PRD [position requirements document] and move them to a different part of the organization, give us all the information upfront. We need to know what you are trying to accomplish.”


Te Army’s hiring freeze has created a new responsibility for HRMD, Israel added: managing requests for hiring exceptions. With the decision to furlough civilian employees, it is difficult to justify excep- tions to the freeze. “All the commands have to be extremely careful when we hire people,” Israel said. “We want to hire only the positions we really need to hire at this particular time.”


An important exemption to the hiring freeze is for post-utilization positions, the jobs


that follow PM assignments. Te


rationale for the exemption is that the best candidates for PM jobs will be more likely to accept the three-year assignment if


they know they will be able to con- tinue to grow in their careers afterward.


“Anybody can pick them up, and that has proved very beneficial. We have PEOs competing with one another” to hire for- mer PMs, Israel said.


Working hand-in-glove with PEOs and the many others throughout ASA(ALT) and HRC who have a stake in HR, on rou- tine as well as pressing issues such as the hiring freeze and furlough, is now done more virtually than in person, Israel said. Budget constraints have greatly reduced USAASC’s ability to build professional


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