A NEW VISION FOR ARMY HUMAN RESOURCES


stack to minimize difficulty in submitting queries, forms or pack- ets, and provide transparency to supported service members and families by allowing them to better track the progress of their personnel action.


CONCLUSION To create the force the Army needs to win our nation’s wars and to continue the all-volunteer force model, the Army must execute this transformation of its HR programs and business models at HRC. Te command’s modernization efforts impact not only HRC, but also the Army’s business model, with a critical impact on recruiting, retention, readiness and talent management. Te Army has fielded an ambitious vision for the future of talent management to create the Army of 2030, and that vision must include the modernized Army HR processes to execute it.


TECH DEFINED


Take a closer look at how an HR tech stack supports the human resources business function. (Graphic by HRC)


For more information, go to hrc.army.mil or contact Col. Kris Saling at 808-783-3279, kristin.c.saling.mil@army.mil.


uses this data to better inform individual and command decisions on hiring, targeted retention initiatives and predictive attrition modeling, and is experimenting with applications for machine learning. One of HRC’s largest language processing projects eval- uates, scores and ranks files using an algorithm. Te command intends for this algorithm, when finished, to assist with selection boards and targeted recruiting for nominative assignments. Tese programs use just a small part of HRC’s data. Te command is consolidating additional data from the remaining systems not incorporated into IPPS-A, in preparation to engineer this data into model-ready data objects, to make these models more robust.


Te Army has advanced its use of artificial intelligence and machine learning applications significantly over the last five years. Project Convergence is one example, and other long-term AI projects like Army STARRS (Study to Assess Risk and Resil- ience in Servicemembers), which is a highly accurate harmful behavior prediction engine, but this advancement has not yet happened in Army HR.


However, as HRC’s customer service framework allows the command to collect data on customer experience and service, the command expects to be able to better model and anticipate services needed for individuals and use those analytics to position services, documents, approvals and authorities where possible. Additional tools will allow workflow automation in the HR tech


52 Army AL&T Magazine Spring 2023


BRIG. GEN. GREGORY JOHNSON is the adjutant general of the United States Army, responsible for the Army HR business model impacting all Army personnel records, military awards and decorations, casualty operations and transition services. He is also commanding general of the U.S. Army Physical Disability Agency and executive director of the Military Postal Service agency. He has an M.S. in policy management from Georgetown, an M.S. in education from the University of Oklahoma and a B.A. in United States history from the University of San Francisco.


COL. KRIS SALING is the director of Army Human Resource Command’s innovation cell and serves as the adviser to the commanding general on leading technologies and business practices. She previously served as the acting director of Army People Analytics for the assistant


secretary of the Army for manpower


and reserve affairs. She holds an M.S. in systems engineering from the University of Virginia and a B.S. in operations research and systems analysis and an active-duty commission from the United States Military Academy at West Point.


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