USAASC P ERSPECTIVE FROM THE DIRECTOR,


U. S . ARMY ACQUISITION SUPPORT CENTER


Investing in PEOPLE


By valuing individual and group potential, the


Human Capital Strategic Plan points the way to success for the Army Acquisition Workforce


H 162


uman capital, talent, human resources, personnel, staff—these are all names that we use to describe the workforce inside an organization. But what’s in a name? It’s not so much the terminology but


rather the evolving mindset behind the organization’s opera- tions that count. Tat mindset must take a more holistic view of the workforce, individually and collectively. It must consider their knowledge, talent, skills, abilities, experience, intelligence, training, judgment and wisdom.


When people are valued and treated as assets rather than expenses, and teams do everything possible to develop employees to their maximum potential and contribution, then the language used to describe the process is not so important. But it takes more than just changing what you call the workforce to achieve suc- cess; it takes a plan—a well-conceived, inclusive, innovative, detailed, continuous plan to recruit, maintain, develop and retain world-class professionals. In this case, I’m referring to the Army Acquisition Workforce (AAW).


Craig A. Spisak Director, U.S. Army Acquisition Support Center


CONTINUOUS PROCESS A major part of the U.S. Army Acquisition Support Center (USAASC) is the Army Director for Acquisition Career Man- agement (DACM) Office. We have the tremendous responsibility of providing everything acquisition career-related for approxi- mately 37,000 Army acquisition civilian and military leaders and professionals located worldwide in Army staff offices, Army com- mands, Army service component commands, program executive offices and direct reporting units.


We collaborate with the Defense Acquisition University, the undersecretary of defense for acquisition, technology and logistics (USD(AT&L)) and the USD(AT&L) Human Capital Initiatives Office to enable acquisition workforce initiatives and to serve as advocates for the AAW. We are constantly evaluating, monitoring, researching, innovating and fine-tuning the poli- cies and procedures that help us train, educate and cultivate the AAW. To continue to do our job well, we must further our efforts and commitment by developing, updating and implementing the five-year AAW Human Capital Strategic Plan (HCSP).


Army AL&T Magazine October-December 2016


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