TALENT MANAGEMENT BY EXAMPLE
At the AUSA’s 2019 Annual Meeting in Washington in October, CSA James C. McConville told the story of a highly specialized unit in need of a leader, to illustrate the degree of flexibility the Army needs in managing talent. (U.S. Army photo by Sgt. Dana Clarke)
funded by the Defense Acquisition Workforce Development Account, and other
career development tools
and
leadership training. One of the most important efforts is reducing the time to fill critical positions.
Filling positions is one thing, but keep- ing them filled with the right talent is another critical aspect of talent manage- ment. Increased use of employee incentives can be an effective way to retain talent. We know money is only one of the reasons people work, and other rewards—peer recognition, a sense of accomplishment and being part of something meaningful—can be just as important in our day-to-day lives. People have lots of reasons for public service, and we want to provide reasons for them to continue.
As an example, for several years, the Army DACM Office has offered a limited student-loan repayment program for civilian acquisition work- force members. The DACM Office recently looked at the numbers and found that, from fiscal years 2013 through 2019, those participating in the program were nearly 50 percent less likely to leave the workforce than those not in the program.
Tese are just some of the initiatives we have underway as we transform from personnel management to talent manage- ment for the 21st century. Te scale of the acquisition workforce is vast, and so the undertaking is guaranteed to be challenging. As most of you are aware, IPPS-A has taken years to develop. As we learn and improve from its development and fielding, the knowledge we gain will help us better manage our talent in the coming years.
Future talent management will help us achieve a kind of readiness focused on more than just filling slots with the avail- able people. We are very much at the beginning of a transformation whereby we can effectively gather, analyze and use data to help us make the best staffing decisions possible. Assignment officers will become talent managers with the data to make better decisions. Soldiers and civilians will become even more active participants in the Army mission and will remain in their jobs longer because their careers will be more rewarding and their sense of accom- plishment greater.
CONCLUSION In Army acquisition, we have been extremely adept at building the best for our Soldiers. It’s true of our acquisition of
both materiel and talent. To this adapt- ability, we are adding flexibility, creativity and authorities granted by Congress. As the complexity of the world increases and the advancement of technology hurtles onward, it is sensible for us to recognize that we need to work smarter, not harder, to acquire the materiel and the talent we need.
I was fortunate to serve in Iraq with two of my children, and it was only because of injury to one that I didn’t serve with all three. It should be no surprise, then, that fielding the future of Army talent manage- ment is as important to me as fielding the future of materiel. As the Army’s acqui- sition executive, I owe every Soldier the same compassion and support I want for my kids in their service to our country.
During my time as the Army’s acqui- sition executive, we’ve made significant progress in dragging an industrial-age acquisition system into the digital age. We are also focused on dragging our talent management processes into the digital age. We will continue to pilot and prove out initiatives to benefit the “ulti- mate fighting machine,” the Soldier. Our singular focus in Army acquisition is the timely delivery of overmatch capability to the Soldier.
https://asc.ar my.mil 9
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