A FORCE IN FLUX
He also touted new training opportunities for Army civilians across all career fields, provided by his organization. “ACCMA invests in the professional development of all Army civilians by providing access to Udemy for Business, an online learning platform with over 10,000 courses,” he said. “Every Army civilian has access to unlimited courses related to their primary job roles, or something new to upskill or reskill to meet future missions.”
In addition, Emden said the Army can use work flexibilities to be more competitive in the talent marketplace and to remain prepared to continue operations in any future crisis. “Telework and remote work can be powerful tools for the Army civil- ian workforce because they allow us to remain competitive in recruitment and retention of great talent. Also, it provides resilience in the event of another national emergency, however it must be balanced with the needs of the Army warfighting mission.”
For Johnson, remote work and telework have been effective ways to expand the talent pool for HRC, particularly because
of its location in Radcliff, Kentucky. Te command works with specialties like human resources, data, information tech- nology (IT), social media and more, he said. “Some of that talent is not necessar- ily going to be resident in this part of the country.” Attracting that talent requires a new approach, Johnson said. “The old-school way would be, ‘Hey, move to Radcliffe. No ifs, ands or buts.’ You wouldn’t necessarily have that rich oppor- tunity to pull in talent from other parts of the country.”
For one salient example, Johnson pointed to the director of the innovation cell at HRC, Col. Kristin “Kris” Saling. She is an active-duty officer who was ready to retire from the service when Johnson offered her a remote opportunity. “We’ve facilitated her staying in the Army by allowing her to kind of remote in to her job here at HRC,” Johnson said. “We probably would have lost her if we hadn’t facilitated that.” Remote work for civilians is one thing, but remote work for a service member is another thing entirely. Because HRC deals with IT and high-tech solutions, John- son said the work is a good fit for remote
personnel, but he recognizes that this is not the case in many parts of the Army. “If you’re on the line in a squad in the United States Army or you’re in a tank, you’re not remote working,” he said. “But office work, tech work, knowledge work, there’s definitely an ability—and for me, I just think it’s a necessity.”
ROAD MAP TO 2030 Like many Army commands, Johnson and HRC are working toward their workforce vision for 2030, which they call “HRC 2030.” Te plan involves upskilling the HRC workforce on data, IT and analyt- ical skills, as well as updating hiring and work flexibilities. “We think it’s really important, with that vision, that you open up how you hire, and you offer more remote work to draw in the talent needed to modernize the organization and then also allow for some of the remote [work] for specialties in our green-suit population, our uniformed population,” he said. John- son said he also plans to have more remote workers in the coming years, based on stra- tegic priorities for the command.
According to federal workforce expert Mika Cross, work flexibility can be a powerful tool for building the workforce of 2030 (See “A Flexible Future,” Page 86). Cross, who served as both an enlisted Soldier and an officer in the U.S. Army, has since worked with teams across the
IN SYNC
Brig. Gen. Greg Johnson, the Army’s adjutant general of Army Human Resources Command, speaks to Army leaders, Soldiers and civilians for force- manning discussions at the Army People Synchronization Conference, Aug. 7-10, 2023, at Fort Knox, Kentucky. (Photo by Jenn DeHaan, U.S. Army Human Resources Command)
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Army AL&T Magazine Winter 2024
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