FROM STEM TO EMPLOYMENT


AN APPETITE FOR LEARNING


Jyuji D. Hewitt, executive deputy to the RDECOM commanding general, shows a student how to use a Meal, Ready to Eat June 17 during the eCYBERMISSION National Judging and Educational Event. (U.S. Army photo by Conrad Johnson, RDECOM Public Affairs)


fifth consecutive year with a double-digit percentage increase in official military spending figures.


THE PROGRESSION CONTINUES U.S. Army leaders now face critical deci- sions about how to address the joint warfighter’s anticipated needs for Force 2025 and beyond. In the R&D and acquisition communities, it is under- stood that the technological capabilities that will power Force 2025 are already about 85 percent designed and engi- neered. At RDECOM, we are compelled to look further into the deep future. We are committed to developing the next generation of scientists and engineers who will design and build the capabili- ties we field in 2040 and beyond.


Bringing visibility and coherence into our programs will also enable us to bet- ter influence our partners and thereby optimize our investment with the aca- demic community. Te Army must foresee vulnerabilities and develop unmatched capabilities as the academic disciplines and technology change. We


174 Army AL&T Magazine October-December 2015


must cultivate our relationships with uni- versities to help them produce graduates who can meet that challenge. Ensuring diversity in the Army R&D workforce is inherent in the need to present our adversaries with multiple dilemmas. To that end, we will make proportional dis- tribution among academic institutions a priority as we continue to engage institu- tions serving minorities.


We will match this effort with the devel- opment of leaders who are knowledgeable about crucial capabilities, because Army leaders are the competitive advantage that technology, advanced weaponry and


other platforms cannot replace.


Combining this with the technical exper- tise we are fostering through academic engagement, plus the products that an innovative workforce creates, will present our adversaries with multiple dilemmas. Successful leader development programs incorporate accountability, engage- ment and commitment; create agile and competent leaders; produce stronger organizations and teams; and increase expertise by reducing gaps. Adapting Army training and leader development programs to efficiently support changing requirements will enhance scientific and technological innovation.


Tis is particularly important in light of the aging workforce now in place. Te largest portion of the RDECOM work- force falls within the range of 49 to 63 years old. Seventeen percent of the RDECOM workforce is eligible to retire. By 2025, 45 percent of the current work- force will be eligible for retirement. At three of our seven centers and laborato- ries—the Aviation and Missile Research, Development and Engineering Center, Army Research Laboratory and Edge- wood Chemical Biological Center—less than 20 percent of the workforce is younger than 34.


CONCLUSION Te Army must be prepared for new threats that demand a workforce well- versed in rapidly emerging fields such as


Our goals are far-reaching but can be stated simply: Gain visibility on all the programs we offer, manage and publicize these programs, and develop a strategy to connect the dots from program to program.


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