WORKFORCE
Management flexibility to shape organizational team
Credentials, professional certifications
• Job announcement • Cohort hiring, occupational series
• As needed, specialty and credential requirements
Broad, standard position descriptions
Flexibility to best fit team members
Credentials, professional certifications
Individual flexibility to shape career
or
• Career model = agile lattice • Talent mobility
Multifunctional experiences
• Linear career path • One career field • One functional experience
AGILITY MEANS MORE CHOICES
A new, agile framework for the Army Acquisition Workforce promises much greater flexibility and mobility at all levels of an organization, from hiring throughout workforce members’ careers. (Graphic by U.S. Army Acquisition Support Center)
Te Army functional community will be key in develop- ing competencies associated with apprentice, journeyman and expert levels for identified positions. Supervisors, as well as other leaders within commands, will be central to identifying which on-demand, job-specific training and credentialing will be needed for acquisition members within their ranks.
We’re trying to create a more agile, less boundary-laden acquisi- tion workforce. Our talent management and career development processes need to change much more rapidly with the times, and be more creative and unique than they have in the past. As we move away from one size fits all, training and development need to be creatively applied to the individual to ensure relevance to current needs.
Acquisition is a complicated profession. We’re trying to solve complex problems. In 1985, the Packard Commission and a DOD
review found that the acquisition workforce was undertrained and inexperienced. DAWIA was enacted in 1990 to establish educa- tion and training standards for the defense acquisition workforce. Having built a strong foundation, it’s now time for an extensive upgrade. Today’s environment requires acquisition professionals to perform duties that cut across multiple acquisition career fields.
FOCUS ON SUPERVISORS Career management and career development are very personal. Everybody in the Army Acquisition Workforce has an individual development plan, constructed by an employee in concert with their supervisor to determine not only what needs to be done to succeed at today’s job, but also what the employee needs to do over the next three to five years to prepare for success at the next level.
As we move toward more decentralized career management, supervisors will be key to tracking and managing employees.
https://asc.ar my.mil
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