TALENT MANAGEMENT
opportunity to see what worked and what didn’t work in differ- ent circumstances was the best teacher.”
It’s that kind of experience that Smith wants to see incorpo- rated into the training requirements for new Acquisition Corps members. “Tat’s the kind of fundamental skill that should be taught and that’s not being taught at all those basic courses now,” she said. “If you live it a few times, you have context. It just makes sense to you.”
CONCLUSION In many ways, Smith’s approach echoes the Army People Strat- egy, which was released in October. Talent management has been a challenge not only for PEO EIS, but for the Army in general, and senior leaders recognize the need for an overhaul. Te new strategy puts an emphasis on matching people to the right posi- tions and ensuring that experience and expertise are prioritized, which Smith believes will benefit her workforce in software and network program management.
PEOPLE PROGRAM
The Pennsylvania Army National Guard hosts the first of a series of state-to-state IPPS-A training sessions at Fort Indiantown Gap, Pennsylvania, in May 2019. The rollout of IPPS-A, which PEO EIS is in charge of acquiring, reflects the priority the Army places on supporting its people. (Photo by Harper Hurwitz, IPPS-A Strategic Communications)
program it is (e.g., weapon, software, services) and what role the individual had on the program.”
Smith feels she was very fortunate in this regard, since she came into the original Acquisition Corps with program management experience already under her belt. “I had been doing program management probably 15 years before,” she said. “When they stood up the Acquisition Corps, I already knew how to manage a schedule, I knew how to lay out a work breakdown structure. I had done it the wrong way enough times to know that you have to have a little wiggle room for the unknowns that you will find. Tere are always going to be a couple of things you just never thought would happen, and you’re going to have to adjust. Te experience of finding risks or identifying problems and having an
In particular, the strategy seeks to “increase the rigor associated with the training and education of Army professionals, aligning credentialing and certification more closely with demonstrated and measurable expertise rather than time in grade, service or position.” For Smith, this change is a promising sign of things to come. “Te Army is focused on modernization, and we see that in the new People Strategy, and the emphasis on the Integrated Personnel and Pay System – Army [IPPS-A] and the Accessions Information Environment [AIE].”
PEO EIS is leading the acquisition efforts for both IPPS-A and AIE, in conjunction with functional partners across the Army. McConville has said these two projects reflect the Army’s recog- nition that its people are its greatest asset. “No matter how much technology we develop, Soldiers will always remain the center- piece of our Army,” he said. “We equip people, we don’t man equipment, and that philosophy will not change.”
For more information, contact PEO EIS at
usarmy.peoeis@
mail.mil.
ELLEN SUMMEY provides contract support to PEO EIS at Fort Belvoir, Virginia, for Bixal Solutions Inc. She holds an M.A. in human relations from the University of Oklahoma and a B.A. in mass communication from Louisiana State University. She has more than a decade of communication experience in both the government and commercial sectors.
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