AAW HUMAN CAPITAL STRATEGIC PLAN: YEAR ONE
FIGURE 1
of your questions and concerns from the town hall regarding leadership devel- opment, certifications and workforce development
reinforced
STRATEGIC DIRECTION Institutionalizing an enduring human
capital planning process to sustain the highest quality Army Acquisition Workforce (AAW) for providing our Soldiers with world-class equipment and services, now and in the future.
the strategic
initiatives selected to support each of the five goals. Additionally,
the forum
confirmed the need to establish a gover- nance process to guide strategic planning and address emerging challenges. Tis is a team effort, and your questions and concerns directly impact the successful implementation of the HCSP.
GOAL 2
Professional Development
GOAL 1
Develop and sustain a professional, agile and qualified AAW.
Workforce Planning Shape the AAW to achieve current and future acquisition requirements.
GOAL 3
Leadership Development Develop and sustain effective Army acquisition leaders.
GOAL 4
Employee Engagement Improve AAW
engagement as a core business practice.
GOAL 5
Communication and Collaboration
Improve communications and collaboration to support the AAW.
What good is a plan, however, if there is no action toward its implementation? Since October 2016, your Army DACM Office has launched a number of strategic initiatives across the five goals outlined in the plan; in all, there are over 30 ini- tiatives. While not all of them started last October, they represent a significant scope of activity.
FIVE LINES OF EFFORT
The Human Capital Strategic Plan, launched in October 2016, establishes five broad goals, or lines of effort, designed to ensure that the AAW is ready—well-qualified, trained, agile and responsive—to support Soldiers with world-class equipment and services. (Graphic courtesy of the Army DACM Office)
WHY IS THIS IMPORTANT? Te Army outlines four pillars of readi- ness—manning, training, equipping and leader development—to support a full range of military operations. Te AAW touches all four pillars, playing a critical role in providing modernized and ready, tailored land force capabilities to meet combatant commanders’ requirements. Acquisition professionals develop, pro- cure, field and sustain the world’s best equipment and services by leveraging technologies and capabilities efficiently to meet current and future Army needs.
Te HCSP helps to establish goals, objectives and strategic initiatives that support the development of a profes- sional AAW. Outlined in the HCSP are five goals, addressing workforce planning, professional development, leadership development,
employee engagement,
and communication and collaboration. (See Figure 1.) Te goals are themes or statements of purpose to align human capital strategies to the ASA(ALT)
134 Army AL&T Magazine
mission. Under each of the five goals are multiple objectives
able, desired outcomes.
WHERE ARE WE NOW? Te official launch of the HCSP in Octo- ber 2016 began with a virtual town hall attended by more than 1,000 members of our Army Acquisition Workforce. Tank you for attending, sharing your thoughts and asking insightful questions. Many
October-December 2017 identifying measur-
To maintain and sustain this effort to support Army readiness, we continu- ally improve the Army’s capability in all stages of materiel development by developing a professional acquisition workforce and supporting the acquisi- tion community at all levels. How do we make the right professional development opportunities available to the workforce? AAW feedback reported through the
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