MODERNIZING TALENT MANAGEMENT
TALENT MARKETPLACE Based on capabilities provided by the new Integrated Personnel and Pay System – Army (IPPS-A), the Army has stood up a market-based talent management system. IPPS-A enables the Army Talent Align- ment Process (ATAP), a decentralized, regulated, market-style hiring system ensuring that officers align their knowl- edge, skills and behaviors with jobs around the Army based on individual preferences. Leaders of formations then discover those Soldiers and evaluate their knowledge, skills and behaviors against their own organizational needs. Officers assuming new positions this summer will have over- whelmingly found those posts via ATAP. (IPPS-A is not yet operational across the entire Army, and ATAP is currently enabled by the Army’s Assignment Inter- active Module 2.0.)
The marketplace is transparent—the participating Soldier and unit can see one another. Soldiers can showcase their talents
EXPANDING THEIR UNIVERSE
Jeffrey S. White, principal deputy to the assistant secretary of the Army for acquisition, logistics and technology, speaks to a gathering of incoming participants in the Training with Industry (TWI) program, outgoing TWI graduates and Soldiers interested in the program in May 2019 at Fort Belvoir, Virginia. The Army DACM Office, which hosted the event, operates a wide variety of career-broadening and developmental opportunities, including TWI, to help the Army Acquisition Workforce gain skills, knowledge, training and education. (Photo by USAASC)
Talent management looks at the
institutional Army and its needs. It looks at whole individuals and their needs and aspirations—who they are and what capabilities they bring.
6 Army AL&T Magazine Spring 2020
for units needing those talents. All people are multidimensional, and their behaviors (what they do), skills (what they’re trained to do) and knowledge (what they know) fit together uniquely. IPPS-A is intended to securely store and make useful a more thorough characterization of who an offi- cer actually is. Tis system will continue to grow and represents a fundamental change to Army culture.
When he spoke at the Association of the United States Army (AUSA) annual meeting in October, Gen. James C. McCo- nville, the Army chief of staff (CSA), told the story of a unit in need of a one-star general to lead a recently initiated joint task force on artificial intelligence. “We went through all of our leaders, and we
found out that we had a one-star general who had a Ph.D. in computer science and artificial intelligence,” he said, adding that “he is leading that effort right now.” Tis is the kind of flexibility the Army needs.
PROMOTION OPT IN AND OPT OUT Historically, a military career has been “up or out.” If you weren’t promoted “on time,” then you most likely would be separated from the Army, regardless of whether the Army happened to need your skills. Based on authority granted in the National Defense Authorization Act (NDAA) for Fiscal Year 2019, the Army is moving away from those rigid timelines for promotion to provide more flexibility in career development.
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