A DIFFERENT WAY OF DOING BUSINESS


CERDEC’s talent management initiative incorporates a new, enterprisewide approach to help employees reach their goals while strengthening the organization.


by Mr. John S. Willison T


wo years ago, the U.S. Army’s Communications-Electronics Research, Development and Engineering Center (CERDEC) faced an unpleasant reality: More than 30 percent of our almost 2,000 government employ- ees were eligible to retire or would be soon. Taking steps to address that


challenge proactively, we launched a succession management initiative. But a grow- ing realization that talent management was the key to strengthening the workforce prompted us to expand our focus.


It is easy—and common—for an organization to declare that “people are our most important asset.” It is significantly more challenging and more meaningful for an orga- nization to develop, implement and maintain an enterprise talent management strategy that embodies that claim. Te future of the organization, and the foundation of our ability to deliver capabilities never before imagined by Soldiers, are rooted firmly in our ability to attract, develop and retain talent. Over the past two years, CERDEC dedi- cated significant executive attention and resources to putting in place such a strategy, which we continue to refine.


Te intent of the talent management initiative is to treat the recruitment and develop- ment of our employees as a top priority for CERDEC. Further, we intend to invest in the workforce and maximize the number of qualified employees to fill all positions. We believe the key to this is to have clear, standard qualifications published for all posi- tions and to have career development plans for all employees. Tese and other tenets of the initiative will guide every aspect of talent management at CERDEC and will serve as the foundation upon which we build a qualified and engaged workforce.


ASC.ARMY.MIL 129


WORKFORCE


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