WORKFORCE
of camaraderie that I attribute to being the civilian who opted into the test when not required. Participating in the ACFT provided a glimpse into what uniformed military members must go through. Despite the test results not counting for civilians, taking the ACFT alongside field- grade officers provided a distinct sense of the pressure placed on them to perform. For these officers, passing the ACFT is a requirement for completing the command assessment program.
ALAP CONTINUES TO EVOLVE While the ALAP process is key to how the Army continues to select for key acquisi- tion positions and has been built around the cornerstone of world-class, fair, consis- tent and safe, it is not a static program. For the 2023 fiscal year cycle, the ALAP team updated several aspects of the program, including providing additional
feed-
back to the candidates. Te program has increased each candidate’s time with an operational psychologist from 30 minutes to 45 minutes as part of the out-brief. Additionally, each candidate receives a feedback card upon completing ALAP. Tis feedback card provides the candi- date’s assessment outcomes compared with previous ALAP iterations. Also, the candidates now receive additional individ- ual feedback after the centralized selection list (CSL) is published. Fundamentally, this feedback allows each candidate to grow, regardless of the outcome of the slating process. ALAP has evolved based on input received from the after-action review process and now incorporates several opportunities for feedback on the events and direct comments from the interview panel.
CONCLUSION After completing all the assessments, I have come to reflect on this process and offer the following suggestions to civilians. First, embrace the program for what it is.
CADRE ON CALL
ALAP candidates listen to a pre-event briefing as part of the strategic leadership exercise. The ALAP cadre is always around to answer questions during the program, even after briefings. (Photo by Lt. Col. Gena Cotton, Army Talent Management Task Force)
For me, I found a significant value in expe- riencing this process with many different officers. Second, don’t hesitate to lean on the cadre to help you through the process, especially on tasks that you may have not experienced before. Finally, use the ALAP experience as an opportunity to learn, grow and build some connections with other members of the acquisition commu- nity. Tis program stands apart from other assessments and interviews, and the Army has committed to this process. Civilians who embrace it can reap the benefits of not only getting to compete for some of the top acquisition positions in the Army, but they also can use this as an opportu- nity to truly develop into more effective, resilient and decisive leaders.
For more information on the Army’s Acquisi- tion Centralized Selection Program and the Acquisition Leader Assessment Program, go to
https://asc.army.mil/web/centralized- selection-list.
MATTHEW NESTOR completed a rotation as the deputy program manager for Towed Artillery Systems before his entry in the Senior Service College Fellowship. He holds an M.S. in business administration and an M.S. in engineering management, as well as a separate certification in business management, from the Florida Institute of Technology. He is also a graduate of the University of Maryland with a B.S. in mechanical engineering.
https://
asc.ar my.mil
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