A READY ACQUISITION WORKFORCE
opportunities. Once an acquisition professional emerges as having leadership potential, it’s critical to ensure that his or her leadership skills continue to develop through the many training, education and experience programs offered by the Army DACM Office. Tis goal also focuses on developing a leadership culture that embraces talent management and employee feedback.
Some of the key initiatives outlined in this goal include expand- ing central boards to key leader positions; ensuring the active promotion of enterprise talent management programs for all levels and encouragement for potential AAW leaders to apply; promoting and encouraging active participation in the Army’s Civilian Education System; and increasing participa- tion in professional development programs offered by the Army DACM Office.
Goal Four provides special emphasis on employee engagement. Essentially, this goal will improve AAW engagement as a core business practice. We learned, through our initial analysis of strengths,
weaknesses, opportunities and threats, that many AAW mem- bers and potentially their supervisors might not understand they are part of this workforce. Tey might be going through the motions regarding their acquisition certification requirements without understanding that they are part of something bigger than themselves or their commands. Tis goal outlines objec- tives focused on improving acquisition employee-supervisor relationships.
Key initiatives include developing uniform onboarding guidance for the AAW community; increasing awareness and emphasis regarding supervisor training so that AAW members are well- prepared for supervisory positions; promoting quality-of-life
programs; and increasing use of employee incentives to ensure that AAW members feel valued, appreciated and appropriately recognized.
Goal Five stresses the need for an effective communi- cation and collaboration process. Because the AAW is a diverse workforce both geographically and across commands, it is important to ensure that acquisi-
tion and non-acquisition leaders and professionals understand the mission and are aware of the DAWIA mandate on acquisi- tion professionals. Tis goal focuses on bringing the community together through a governance process involving representatives from across this diverse group. It also focuses on effectively com- municating and synchronizing AAW initiatives while building enduring relationships with our customers, partners and stakeholders. Some of the key initiatives include conducting professional development visits at key commands and agencies; developing a governance process to validate, prioritize and integrate human capital programs; and promoting the Army acquisition commu- nity as a way to share best practices and achievements.
CONCLUSION Te HCSP supports the Army’s readiness priorities and the Army acquisition executive’s philosophy focused on people, policy and processes. It institutionalizes an enduring process to sustain this high-quality workforce charged with a unique and critical mission: to provide Soldiers with the equipment and ser- vices they need to win, no matter the mission, environment or location in the world. It’s a commitment to and an investment in people to sustain the acquisition workforce we have today and build the one we need for tomorrow.
This is an enduring, collabora- tive effort—one that’s critical to develop the next generation of leaders and advance the Army acquisition profession.
168 Army AL&T Magazine October-December 2016
For more information and a copy of the plan, go to http://asc.
army.mil/hcsp. We welcome your feedback, thoughts and com- ments at
usarmy.belvoir.usaac.mbx.usaac-aaw-hcsp@mail. mil.
MS. JOAN L. SABLE is chief of the Human Capital Initiatives Division in the Army DACM Office. She holds an MBA from Strayer University and a B.S. in education from Longwood University, and has worked in the Army acquisition community for more than 17 years. She is Level III certified in program management and a member of the Army Acquisition Corps.
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