WORKFORCE


Goals of the Army Acquisi- tion Workforce Recruitment and Sustainment Center of Excellence:


• Support Army civilian hiring reform goals.


• Meet the secretary of the Army’s 60-day reduction in time-to-hire.


• Leverage direct hiring author- ity and expedited hiring authority as the preferred methods for hiring.


• Maintain a singular inter- pretation of DAWIA and its implications for acquisition workforce hiring.


IMPROVING THE FLOW


The Army Acquisition Workforce Recruitment and Sustainment Center of Excellence works with key stakeholders in the Army and DOD on best practices aimed at keeping hiring times low and staff skill levels high, providing information and training on the nuances of hiring civilians for acquisition positions, leveraging hiring authorities, and ensuring that participants fully understand DAWIA requirements. (Image by the U.S. Army Acquisition Support Center)


• Oversee the ability to shape, hire and retain a /highly qual- ified and professional Army Acquisition Workforce.


Source: Civilian Human Resources Agency and the Army DACM Office


As we progress, we are learning quite a lot from expanding the pilot. Te most beneficial outcome is reaping the value of adapting new ideas or methods with many organizational participants as the program continues to evolve toward its full operational capability. By continu- ing to collaborate as constructively as we have, we’ve developed and strengthened partnerships that are consistently yield- ing innovation.


We are excited the program is on a path toward maturity. Eventually, the center of excellence will be headquartered at Fort Sam Houston, Texas, along with the division for General Schedule pay system civilians. Te divisions for the Science and


Technology Reinvention Laboratories and AcqDemo pay systems will be at Aberdeen Proving Ground, Maryland, and each division will have multiple satellite loca- tions across the United States.In the past, anybody who had said “the government’s hiring process met industry standards,” clearly wasn’t paying attention. Now, if one asks, “Are there some places where we’ve had pockets of excellence inside of government?” Absolutely. Or, “Have we utilized some specialized authorities and programs?” Absolutely. Or even, “Did we look at those and try to garner some best practices and apply them?” Of course, we did.


But in the big picture, government hiring has never been considered a model to emulate. And this program is an example of a good model to emulate. While it has improved over time, it has never been a user-friendly system by any stretch. Even people who have been in the system and used it for decades, like me, have never been fond of it. So now, as we recognize that we have to step into a new era of talent acquisition and talent management, is the time to address its every aspect. And onboarding and hiring through this Army Acquisition Workforce Recruitment and Sustainment Center of Excellence is one of the ways we can address all of our oppor- tunities to be better at managing talent.


https://asc.ar my.mil


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