structure in place, we are working closely with the Army Materiel Command to garner resources and provide guidance and procedures for consistent, transpar- ent contracting operations. We need to mature this newly obtained military and civilian workforce into the contracting expertise our Army needs.
Q. Report, the 2008 - for creating incentives and attracting and training high-quality personnel for the acquisition workforce. What is the Army currently doing to meet this goal?
A. Section 852 of the 2008 is a very important piece of legislation, because it established the Defense Acquisition Work- force Development Fund (DAWDF). Last year, the ACC executed $3.3 million in DAWDF funds to provide training for more than 5,800 civilians and Soldiers at more than 115 locations worldwide.
To ensure that ACC attracts the best and brightest to our civilian workforce, ACC participates in outreach events that target diverse populations. We have used the DAWDF funds to hire more than 900 intern and journeymen acquisition per- sonnel since the legislation passed.
DAWDF funds have been used to develop curriculum and teach “boot camps” for our newly hired contracting personnel, and professional skills training, including analytics, business writing, and critical thinking skills. Funds have been used to provide developmental assignments to our personnel to ensure expandability of skill sets.
experts with the required technical and
leadership tools needed to meet the Army’s current and future contracting requirements.
Q. ACC has a Facebook page. How has your use of Facebook, and other social media in general, helped ACC with inter- nal and external outreach?
A. ACC has a presence on several social media sites, including Facebook, Twitter,
ACC is able to spread our stories to the general public, who may not otherwise know who we are or what we do, by utilizing the existing audiences of these popular websites. We use the sites to share our latest photos, make announcements, spotlight employees, and even provide live event coverage.
We’ve found that using social media sites has helped spread our internal message as well. Employees featured in stories, pho- tos, or videos can easily share them with friends and family, further spreading the message and boosting morale.
organization is communication. This is especially true for us, in that we are a global organization with a collection of various military and civilian skills in a dynamic and ever-changing rule set. So we reach out and across our organization through all modes of communication to reach everyone.
Recruiting is also a big piece of our social media initiatives. Although we have a dedicated civilian career website, www.
ArmyHire.com, we also use social media sites to cross-promote vacancies and answer hiring questions.
Q. The contracting world and the acqui- sition world are very dynamic. What
GATEWAY TO SUCCESS
Actively recruiting people to career opportunities in ACC through a variety of means, including the Internet and social media, is a key part of the command’s strategy for the next five years, said Nichols, who believes AAC’s workforce is the foundation of its success.
challenging?
A. The two biggest challenge areas we have in the ACC are having the capac- ity and competency in our contracting workforce to provide the expert contract- ing advice and solutions our Army needs. This takes adequate resources, manpower, and money.
We need to continue to build, nurture, and sustain a cadre of career Army contract- ing professionals, civilian and military.
ASC.ARMY.MIL
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