Acquisition Standards Versus 100% Goals 100% 95% 90% 98.50% 94.60% 88.80% 88.00% 70% by 30 Sep 11 89.40% 90.00% 92.40% 89.20% 90% 95% by 30 Sep 12 100% updated every 6 months
63.70% 57.20%
64.50% 61.10%
Certification
Continuous Learning Points
Total Acquisition Workforce Key Leadership Positions
Individual Development Plan
Critical Acquisition Positions (CAP) Non-CAP
SOURCE: Career Acquisition Personnel and Position Management Information System as of July 25.
Leadership engagement is a critical enabler for acquisition workforce requirements.
As your career progresses and you advance into positions of more influence, com- plexity, and greater responsibility, you will discover that having a thorough under- standing of other ACFs will help you succeed. It is difficult to lead a team of diverse individuals if you do not under- stand the work they are performing.
For example, if you are in a program man- agement office leading a complex program and you do not understand what your Lifecycle Logistician, Engineer, or Busi- ness Professional is telling you because all you understand is program management, then you are not going to lead them effec- tively and do the best job the Army is asking you to do.
One of the pitfalls some encounter is remaining inside their “comfort zone.” They have achieved the basic level of com- petence, which is what we are asking for and what we report based on certification, training, education, continuous learning, and using the IDP, but they don’t grow beyond that point. However, when you’re applying for the next job opportunity or promotion, supervisors are looking for those extra things, outside of your com- fort zone, that make you more qualified than the next person.
Achieving the basic qualification level often gives people a sense of security, which is good because it is a significant accom- plishment. However, if your aspirations
are to continue being promoted to differ- ent positions, you must consider that your competition is trying to achieve the same qualifications. Simply completing the minimum requirements may not always be enough. It is not easy by any means; however, there are numerous tools to help you achieve your career goals, including AAC membership.
When making selections for AAC mem- bership, we use a multiple-criteria matrix whereby we look at the individual’s skill sets and levels of accomplishment. That is what qualifies a candidate to be considered. Those elements, plus additional factors, place them on an order-of-merit list to determine who gets picked and who does not.
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