Army Acquisition Career Development Assessment will help decision-makers focus human capital planning and investment.
How do we best address and prioritize planning, resources and emerging issues? An established governance structure enables ASA(ALT) to leverage enterprisewide knowledge and resources, reduce redundancies in programs and resources, and optimize human capital support critical to the Army mission. Two key initiatives arising from the HCSP meet the Army’s priority of readiness:
• Te HCSP governance process. • Te Acquisition Career Development Assessment.
GOVERNANCE PROCESS Creating a process to validate, prioritize and integrate human capital programs is vital to sustaining an AAW that can provide our Soldiers with world-class equipment and services, now and in the future. An institutionalized governance process meets one of the HCSP’s strategic goals: to “improve communications and collaboration.” At its core, the process puts into operation how we manage the HCSP and implement the initiatives.
Over the past year, your Army DACM Office has led efforts to create a structure, identify membership and establish a cycle of activities. Te governance structure includes a mix of formal governance bodies and temporary integrated project teams. (See Figure 2, Page 136.) Te Army acquisition executive has over- all oversight for the governance structure, which includes four governing bodies:
• Executive Steering Committee (ESC), comprising senior Army leaders. Te ESC approves the strategic direction, goals and objectives for the HCSP. It ensures accountability and senior leader focus. Te first ESC meeting was in early August.
• HCSP Council: Monitors the goals and objectives and tracks progress and achievement of initiatives.
• AAW Advisory Board: Provides input from the AAW on the goals, objectives and initiatives.
• Integration team: Coordinates efforts across the Army and the Office of the Secretary of Defense, implements initiatives and develops action plans. Te team consists of key stake- holders such as ASA(ALT) leadership and staff, Army DACM Office staff, Army acquisition functional leaders and advis- ers, organizational acquisition career management advocates, command and program executive office representatives, and human capital and Army/command G-1 experts.
Tese governing bodies operate both from the top down and the bottom up. At the strategic level, senior leaders provide guidance as well as review. At the operational level, the HCSP Council, in conjunction with the AAW Advisory Board and goal champions (who advocate for a goal, or for objectives or initiatives within a goal), plan and manage the execution of the human capital strategy.
Last but not least, the integration team focuses on tactical exe- cution to achieve objectives. Te team’s principal function is to manage the change process and identify, integrate, leverage and catalog human capital information. Te collected information is used to improve AAW human capital programs and initiatives, to ensure that strategic planning and decision-making are sup- ported by key information, and to identify the resources needed to accomplish human capital priorities. As the Army’s priorities evolve, this governance structure supports development, coordi- nation, alignment and integration of new initiatives.
CAREER DEVELOPMENT ASSESSMENT For the first time, the AAW received an assessment of compe- tency importance and skill levels specific to acquisition career fields (ACFs). Te Acquisition Career Development Assess- ment supports the HCSP, specifically responding to the goal to develop and sustain a professional, agile and qualified acquisi- tion workforce. Te assessment was delivered via a web-enabled tool from TrueChoice Solutions Inc., uniquely modeled to cap- ture responses from our AAW regarding:
• Proficiency in and importance of leadership competencies. • Proficiency in and importance of ACF-specific functional and technical competencies.
• Allocation of time spent on work-related tasks (e.g., activities related to leadership, functional and technical competencies, training and administration). • AAW career preferences.
Tank you to the more than 6,000 members of the AAW who took the time to participate in the inaugural assessment. Work- force members in each of the ACFs received a customized assessment, starting with the contracting ACF in March and con- tinuing through the summer with releases for 12 additional ACFs.
Te data collected from the assessment will guide decision- making in the planning and execution of initiatives through the human capital life cycle. Targeting investments in your professional development ensures that our acquisition work- force remains relevant and proficient, with the right skills and
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