WORKFORCE
NO TECHNICAL DIFFICULTIES
Twenty-five warrant officers completed the Talent Acquisition Course on July 11, 2024, at Fort Knox, Kentucky, to become talent acquisition technicians—the Army’s newest military occupational specialty, 420T. Soft skills, like leadership and critical thinking, go hand in hand with the technical requirements of the acquisition workforce and are vital to becoming an effective acquisition professional. (Photo by Lara Poirrier, U.S. Army Recruiting Command)
our investment in acquisition workforce upskilling, allowing us to keep an advan- tage over our adversaries.
As we move forward in the new year, the Adaptive Acquisition Framework continues to provide new pathways for accelerating delivery of capability to the force and requires that every acquisi- tion professional has access to innovative learning opportunities that keep our workforce current and ready to support the warfighter. It is our duty to dream big and create the space to be adaptable and reliable, while maintaining the integrity of our programs and ensuring longevity for the future of the workforce. Along- side our training opportunities, from the basics to advanced, it is also essential that we put a spotlight on the soft skills that can help push forward our professional and personal growth.
PERSONAL DEVELOPMENT CALLS FOR PERSONAL REFLECTION I am proud of the advances we’ve made in providing exciting and engaging learning opportunities for our workforce members. You and your supervisors can work within our framework to create a learning path that best suits the requirements of your given priorities and the hard skills neces- sary to advance in your career.
While you work with your supervisor to identify areas of advancement, your career development also demands moments of purposeful reflection to recognize poten- tial areas for personal growth. Soft skills, such as leadership and critical thinking, go hand in hand with the technical require- ments of the acquisition workforce and are vital to becoming an effective acquisition professional.
As a member of the acquisition work- force, it is your responsibility to develop the skills necessary to benefit the Soldier. Gone are the days that mandated years of preparation before taking any action. It is our individual responsibility to evolve, adapt and anticipate the future needs of service members. I encourage you to consider how you can build these soft skills through a combination of our formal training offerings and opportunities for growth throughout your day-to-day work.
For example, the DACM Office offers specialized programs, such as Inspiring and Developing Excellence in Acquisi- tion Leaders and Leadership Excellence and Acquisition Development, that give our emerging civilian leaders the oppor- tunity to take part in programs that are geared towards enhancing the leadership acumen of the Army’s civilian acquisition
https://
asc.ar my.mil 71
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