ARMY AL&T
DEVCOM Workforce by Talent Domain 2021 Fiscal Year
Foundational research Life cycle engineering Science and technology
Business and leadership Analysis
0 10 20 30 40 50
Traditional Hybrid
THE BREAKDOWN
This chart illustrates the DEVCOM workforce, broken out by work "domain," and the percentage of employees who were on hybrid versus traditional work in fiscal year 2021. (Source: DEVCOM Public Affairs Office, graphic by the author)
NEXT STEPS “Te Army is looking at Army Futures Command in general for innovation and for doing things differently, so that also applied to the future of work. Army Futures Command, in turn, turned and looked at us because we had this founda- tion of doing talent management work and we really were leaning forward, so we’ve had the luxury of their support through- out,” Willison said.
“We adopted this construct of ‘work where and when you’re most productive.’ It sounds pretty simple, it makes a lot of sense, but there’s a lot of complexity in that, given the range of different things that we do and the requirements of what we do,” he explained. “So we published the concept paper in January and allowed
people to start interpreting or applying those concepts locally, where they were.”
By August of 2021, DEVCOM lead- ers briefed Gen. John M. Murray, then-commanding general of Army Futures Command, on their strategy to pivot from their reactive posture to a hybrid-work pilot that was more future- focused. “It laid out those concepts of why, what, where, when, how, who, and gave people some broad guidance of the range of acceptable practices within all of that,” he said.
“We talk about the range of acceptable practices—that’s what Gen. Murray tasked us to do. I went back to him and said, ‘OK sir, the range of acceptable practices—people can work remotely
anywhere between zero and 100 percent.’ I wasn’t sure how that was going to be received, frankly,” Willison laughed. But Murray approved the plan, and the team continued their work of communicating and implementing the pilot while track- ing data regarding its effectiveness.
“We’ve got some people who have come in every day since the pandemic. We’ve had some people who haven’t come in since the pandemic started, and won’t ever come back in again. And we’re good with that.” Te key, he said, is tailoring the approach for each specific location and team, and the requirements of the work itself.
“Our assertion is that we’ve been able to do all this while being at least as productive as we were before, if not more,” Willison
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