Outreach and employee
engagement
Onboarding, mentoring and coaching
Talent identification
MANY PATHS, ONE GOAL Right
assignment at the
right time Civilian
Enhanced recruitment
and military career models
TALENT
An agile talent management strategy enables the Army to prepare its acquisition workforce to tackle any future threats, and includes a number of vital components, including recruitment, outreach and engagement, and onboarding and mentoring. (SOURCE: U.S. Army DACM Office)
Acquisition career field development paths
Talent management is a matter of setting the conditions for success. We remove all of the impediments and barriers so that, when we need 25 people with a certain competency or capability, we know right where to find them. We don’t wait for the need to arise and then go out and try to build that person.
What would success for talent manage- ment look like? It would mean that every time we need an individual or a group to solve a complex acquisition problem, every time we have a technical challenge, every time we need somebody in theater with a particular set of skills, we would already have considered that a possibility and would have developed that capability and talent in our community. We would know who and where they are.
Te concepts behind talent management of the Army Acquisition Workforce are:
• Identify high-potential and high- performing employees.
• Develop the talent pool early. • Reinstate tools to help manage acquisi- tion workforce talent.
• Implement strategies to use skills gained
through training and other developmen- tal opportunities.
We are implementing several initiatives to help our leaders identify and develop talent, including:
• Continuing to expand mentoring and fine-tuning our evaluation processes.
• Developing orientation briefings as an onboarding tool to acclimate new members to the acquisition profession.
• Creating civilian career models for every acquisition career field, similar to mili- tary acquisition models, and continuing to enhance this tool to provide our acquisition civilians and their supervi- sors with career guidance.
• Promoting developmental and rotational assignments to provide broadening opportunities for our workforce.
• Encouraging talented and high- potential personnel to apply to our centrally selected positions.
• Ensuring that talent management is nested with talent initiatives managed by the Office of the Secretary of Defense, such as competency devel- opment and key leadership position qualification programs.
• Implementing and standardizing a tenure agreement tracking mecha- nism for critical acquisition positions, including key leadership positions and centrally selected product and project manager and project and product direc- tor positions.
• Establishing guidance on the use of the senior rater potential evaluation (SRPE) for all Army Acquisition Work- force members in designated grades or broadbands.
• Developing program management position hierarchy and common nomen- clature for use across the enterprise.
• Sustaining and executing the first civilian-only centrally selected product director board, providing opportunities to select high-performing civilians with leadership potential.
For talent management to thrive, you have to establish a methodology by which you can facilitate success. Providing people the necessary tools, such as the individual development plan and the SRPE, allows a much richer discussion about individual potential. Talent management is preparing the seed corn, a feeder population from which future leaders will emerge.
HTTPS: / /
ASC.ARMY.MIL
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WORKFORCE
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