WORKFORCE


On the civilian side, the Department of Defense’s Public-Private Talent Exchange (PPTE) program gives acquisition civil- ians nine months of hands-on experience, gaining insight into the business’s prior- ities, strategies and operations. Civilians may also gain industry experience as part of the Senior Enterprise Talent Manage- ment program’s Army Senior Fellowship, which incorporates graduate training with 12 months training with industry.


In addition to sending our acquisition offi- cers and civilians to industry, we can also look at bringing industry to us. Te PPTE


program is bi-directional and brings the government a unique skill set and exper- tise—without having to contract for it.


PURPOSEFUL LEADERSHIP While the Army has developed and contin- ues to refine these programs, it is our leaders who have the most impact on their success. Organizational leaders must have awareness of the programs, understand their intent and value, and ultimately be supportive of sending workforce members. While it may seem there will be a short- term negative impact on the organization to lose an esteemed teammate for nine or


12 months, the long-term impact of send- ing quality acquisition professionals is an investment for that person, the organiza- tion and the Army—one that we depend on leveraging upon their return and into the future.


Leaders also should consider the needs of the organization and the Army’s goals in the type of experience and expertise gaps we may be able to fill through these programs. As workforce professionals are selected to participate in these programs, leaders should set meaningful expectations and look for creative ways to put that new


EMBEDDED IN INNOVATION


The Training With Industry program strengthens and maintains the relationship between the acquisition workforce and companies that develop innovative, cutting-edge technologies. (Graphic by USAASC)


https:// asc.ar my.mil


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