Graphic - Talent Management

Acquisition Talent Management


Talent management is a deliberate and integrated process to attract, retain, develop and align talent with current and future Army Acquisition Workforce (AAW) requirements.


Army institutes an enterprise-level acquisition talent management mindset to identify, grow and develop our future acquisition leaders, creating a talent pool of AAW professionals.


  • Enhance tools to help manage AAW talent
  • Enhance/Address AAW onboarding, mentoring, coaching and evaluation
  • Develop a TM plan for PMs that encompasses training and broadening assignments in T&E, S&T, and contracting prior to O-6/GS-15 PM
  • Identify high potential/high performers; Develop talent pool early
  • Promote developmental and rotational opportunities to broaden experience
  • Increase DOD, Army and AAW centrally selected participation and opportunities
  • Ensure succession planning is an integral component of the AAW TM strategy

“Right person, in the right job, with the right skills, at the right time!”


Several initiatives are being implemented to help our leaders identify and develop talent including:

  • Aligned and executed in coordination with the AAW Human Capital Strategic Plan (HCSP)
  • Continuing to expand mentoring and fine-tuning our evaluation processes
  • Developing orientation briefings as an on-boarding tool to acclimate new members to acquisition as a profession
  • Creating civilian career models for every Acquisition Career Field, similar to military acquisition models, and will continue to enhance this tool to provide our acquisition civilians and their supervisors with career guidance
  • Promoting developmental and rotational assignments to provide broadening opportunities for our workforce
  • Encouraging talented/high-potential personnel to apply to our centrally selected positions
  • Ensuring talent management is nested with OSD-managed talent initiatives such as Competency Development and Key Leader Position Qualification programs
  • Implementing and standardizing a tenure agreement tracking mechanism for critical acquisition positions to include key leader positions and centrally selected Product/Project Manager and Project/Product Director positions
  • Establishing guidance on the use of the Senior Rater Potential Evaluation (SRPE) for all Army Acquisition Workforce members in designated grades/broadbands
  • Developing Program Management position hierarchy and common nomenclature for use across the enterprise
  • Sustaining the execution of  civilian-only centrally selected product/project director boards, providing opportunities to select high-performing civilians with leadership potential
  • Instituting a centralized Post-Utilization approach across the Army acquisition enterprise
  • Succession planning


The following is a notional guide for professional growth and a well-rounded ACF experience. Not every opportunity contained therein is required nor suited for everyone. It is recommended that careerists develop and apply an individual yet overarching career concept, based on evolving mission, vision and goals.