COMMENTARY
the future of work. Doing so can help attract and retain top talent, promote innovation and creativity, enhance deci- sion-making and problem-solving, boost trust and collaboration, and improve read- iness and mission effectiveness from any location. Te Army also needs to develop leaders who can adapt to any cultural context.
To achieve these goals, the Army should implement specific actions to support the well-being and flexibility of civilian employees.
• Encourage supervisors and managers to embrace and promote a wider range of access to flexi- ble work arrangements, such as telework, compressed work sched- ules or part-time options; provide training and mentoring programs to enhance the skills and career development of its employees; and create a supportive and inclusive work environment that values diversity and respects individual differences.
• Conduct regular and comprehen- sive assessments of the current and future skills and competencies needed for its civilian workforce and develop strategies to close any gaps.
• Monitor and evaluate the effec- tiveness of its initiatives and the impact of workplace flexibilities such as remote work, telework in combination with special hiring authorities to recruit, develop and retain talent, and report on its progress and challenges to Congress and other stakeholders.
• Strengthen leadership develop- ment and succession planning programs and ensure continu- ity and stability in key positions.
its
TELEWORK DROP
The federal workforce’s use of telework dropped drastically since its peak during the COVID pandemic in 2020, according to the 2023 Federal Employee Viewpoint Survey (FEVS). (Graphic by Mika Cross and USAASC)
This is also proof of why we must adapt to the changing nature of work and attract and retain talent for the future of the federal workforce.
Identify and address the root causes of leadership turnover and vacancies and establish clear roles and responsibilities for its senior leaders.
• Monitor and assess the culture and climate of the Army’s civil- ian work environment regularly, using various methods to collect feedback from employees at all levels and to monitor ongoing impacts on its organizational
health and performance as a read- iness indicator.
• Address the gaps and barriers identified by the assessments by developing and implementing action plans, such as improving hiring and promotion practices, providing mentoring and coach- ing programs, enhancing training and development opportunities and increasing recognition and rewards.
https://
asc.ar my.mil 89
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112
