CAREER CORNER USAASC PERSPECTIVE FROM THE DIRECTOR, U. S . ARMY ACQUISITION SUPPORT CENTER


Managing the TALENT OF ARMY ACQUISITION’S FINEST T


alent management is more than human resources (HR); it’s a set of integrated HR processes with the ultimate and ongoing goal


of creating and sustaining an inclusive, diverse and high-performing organiza- tion. Talent management (TM) thus prepares that organization to meet strate- gic and operational organizational goals and objectives. Tat’s precisely why the U.S. Army Acquisition Support Center (USAASC) Army Director for Acqui- sition Career Management (DACM) Office maintains a philosophy of putting people first to ensure that Army acquisi- tion TM provides the workforce with the best opportunities, education and leader- ship development to build a successful career “from hire to retire.”


Enhancing civilian and military TM is one of the initiatives that LTG Michael E. Williamson—our new principal military deputy to the assistant secretary of the Army for acquisition, logistics and technol- ogy, as well as our DACM—believes can make a big difference for the future of the Army Acquisition Corps (AAC) in terms of career progression, productivity and


160 Craig A. Spisak Director, U.S. Army Acquisition Support Center


leader development. Te Army DACM is responsible for approximately 39,000 acquisition civilian and military pro- fessionals. Pursuant


to the Defense


Acquisition Workforce Improvement Act, the USAASC Army DACM Office man- ages and monitors the entire life cycle of this Army Acquisition Workforce.


HIRE-TO-RETIRE TM Traditionally, the military has the career development and leadership model fig- ured out for our officers and NCOs. Te structure of a military career is laid out very well with regard to the sequence


of positions, training requirements and leadership development to get to the next level. On the civilian side, that model has developed over time and is a little less structured. Te Army’s Civilian Education System starts to address the development of civilian leaders, but we in the acquisition community are taking it a step further, putting particular empha- sis on developing our civilian acquisition talent, fostering growth and posturing personnel for success. We can capital- ize on military success in this area and expand it to our civilians.


TM covers all facets of ensuring that we select the right people, at the right time and in the right positions when hiring Army acquisition civilians and access- ing military members


into the Army


Acquisition Workforce. Providing these professionals the right types of develop- mental experiences, training, education and mentoring will create a true profes- sional, which will benefit the AAC over the course of many years.


To have a successful TM program, an organization must provide its workforce


Army AL&T Magazine


July–September 2014


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