MODERNIZING TALENT MANAGEMENT


DRIVEN TO MODERNIZE


Soldiers assigned to 2nd Armored Brigade Combat Team, 1st Infantry Division, participate in chemical, biological, radiological and nuclear training in their M1 Abrams tank during the Strong Europe Tank Challenge in June 2018 at Grafenwoehr Training Area, Germany. The Abrams tank has a distinguished 40-year history of service, starting as one of the Big Five weapon systems developed to combat the Soviet threat. Now, as the Army modernizes weapon systems to deliver overmatch capability to the Soldier, it is also modernizing how it acquires those systems, and that includes the management of acquisition workforce talent. (U.S. Army photo by Matthias Fruth, Training Support Activity Europe)


Imagine CSA McConville’s example of finding someone in uniform to fill a military role when there is no one with quite the right knowledge or abilities. Te right individual to lead a highly specialized area or organization may have to come from outside the Army. Based on this authority, we can find that person today and directly commission them.


Tis is just what the Army needs. But it’s not just the Army. Te country could benefit significantly from greater permeabil- ity between military and civilian. Most civilians outside of the defense world or without significant family participation in the military don’t really understand what military service means. Te Army’s “What’s Your Warrior?” campaign is intended to start


the conversation with younger people who might be attracted to a military career if they understood its many


benefits. We must be creative in attracting talent and getting the skills and knowledge we need for the future.


CIVILIAN EFFORTS Te tip of the spear is where the Army is concentrating most heav- ily on change in talent management. It just makes sense. However, civilians make up approximately 97 percent of the acquisition workforce, and the Army is also working to improve our talent management of those not in uniform. Indeed, the U.S. Army Acquisition Support Center (USAASC) and the Army Office of the Director, Acquisition Career Management (DACM) estab- lished the Human Capital Strategic Plan in 2016.


Te plan’s goals include developmental assignments to help the workforce gain skills and knowledge, training and education,


8


Army AL&T Magazine


Spring 2020


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