FUTURE [WORK]FORCE


NEUTRALIZING THE THREAT Jason Hamilton, electronics mechanic at Tobyhanna Army Depot, PA, reassembles a Duke primary unit. Duke is a counter-improvised explosive device (IED) system that jams IED frequen- cies. The Army has created a new development model that focuses on establishing and managing workforce competencies based on predicted technical needs rather than static step-by-step career progressions. (Photo by Steve Grzezdzinski)


(FCR) and a proponency office. FCs are responsible for identifying work- force issues, working with commanders to develop annual strategic plans that account for the changing needs of the Army, and ensuring readiness of their occupational field across the enterprise. FCRs are appointed senior (usually civil- ian) officials who help to develop career program instructions and procedures, engage commands and supervisors to identify the workforce capabilities needed to meet current and future missions, review and evaluate annual competitive professional development and functional training, and handle a variety of other senior-level career program adminis- trative functions. Proponency offices, established in FY14, assist FCRs with career management responsibilities, including dissemination of information to all applicable workforce members regarding professional development and training


opportunities, administration


of the centrally funded Army Civilian Training, Education and Development System intern and competitive pro- fessional development programs, and advising career program managers within the activities of regulatory, administrative and procedural requirements.


MAKING CHOICES Kelly Pippin, Army Continuing Education Services administrative manager at Fort Benning, GA, guides SSG Jacob Rutledge, of 1st Battalion, 19th Infantry Regiment, through setting up a GoArmyEd account. The system enables personnel to find and schedule training for their career field. (Photo by Brittany Smith)


Career Program – 16 (CP-16) manages the Army’s non-construction-related engineers and scientists. Te proponency office for CP-16 is currently working with subject-matter experts to develop com- petencies for each of its 61 occupational series using the Competency Manage- ment System (CMS). CMS organizes the developed competencies into tiers based on the population to which the compe- tency applies. As Figure 2 indicates, Tier 1 competencies (series core) will apply to all personnel within a job series. Tier 2 competencies (specialty core) will apply to all personnel within a specialty area of a series, and Tier 3 competencies


52


Army AL&T Magazine


October–December 2014


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