The Army is undertaking the most comprehensive reform of its three officer personnel systems (Active, Guard, and Reserve) across the Total Force since the Officer Personnel Act of 1947. The 2019 National Defense Authorization Act granted several new authorities that provide the Army flexibility to determine the characteristics of a future talent-based system. The Army has determined how it will implement the new authorities and is on the verge of releasing several new policies and initiatives that set Army Talent Management in motion.
Colonels Command Assessment Program
Talent Management 101
Army Coaching Program
Career Intermission Program
Army Talent Alignment Process
Merit Based Promotions
Career Engagement Survey (DACES)
Battalion Commander Assessment Program
Opt-In to Promotions
Opt-Out of Promotions
GRE at Captains Career Course
Talent Management 101
Army Talent Management Leader Professional Development Briefing
Cultural Arguments Against Change
Talent Management Resources
- Leader Professional Development Slides
- Army Talent Management (STAND TO!)
- AUSA Podcast 1
- AUSA Podcast 2
- War on the Rocks Podcast
- The Military Leader Podcast
- U.S. Army Officials Aim to Win the War for Talent
- New Army G-1 Visits Knox, Meets with HRC Leaders
- Army Tests New Career Program for Captains
- Direct commissions for Army cyber officers finally gaining steam, two-star says
AUSA Noon Report – MG McGee
Army Coaching Program (pilot)
The Army Coaching Program (ACP) is a non-attributional, officer-focused, confidential, and career-long program. The program focuses on a officer’s self-development and professional goals as well as their performance and potential. A coach is a certified professional who has a formal relationship with an officer for a specific period of time, to assist in developing and improving their knowledge, skills, and behaviors in order to achieve their goals. The Army Coaching Program provides officers who have maximized self-awareness and development of their war-winning talents to better leverage these talents in support of the Army’s mission.
Recent Feedback from Army Coaching Participants
“This coaching should take place the year following BCAP so that the recipients are either already starting their new jobs or just about to start them. That would be an ideal time to receive this coaching and implement what we learned directly.”
“This needs to be offered to officers as they complete their ILE experience to enable them to be more effective Majors in S3 and XO positions.”
“The coaching and coach were perfect. The sessions were thought-provoking and allowed me to be myself and to grow. The Army and our leaders need this…awesome experience!”
“Start earlier! It’s probably not practical for individuals to maintain a career-long relationship with the same coach, but that would be ideal. If the program has a shortfall, it’s that it’s kind of a crash course; that is, the coach has to quickly get to know the coached individual. If the coach came into the program knowing the individual a little better, I think that would improve the program.”
“The value of the program would be greater if offered Pre-BCAP. The data-points produced by multiple self-assessments would produce a clearer picture for individuals.”
“The coaching program should come much earlier in an officer’s career. There are valuable insights and suggestions that were made, and these would have been more valuable if I had heard them as a Captain.”
Department of the Army Career Engagement Survey (DACES)
The Army launched a new survey which allows Soldiers to voice their concerns directly and anonymously to Army leadership. DACES is a customized survey, with questions tailored to the individual Soldier based on their responses to previous questions. The Army will use the results of DACES to inform retention efforts and help the Army create retention incentives and improve quality of life programs in order to retain talent.
Merit Based Promotions
Merit based promotions begin this year for majors, lieutenant colonels, and colonels starting with the FY20 Army Competitive Category O-4 promotion list. The Army will promote the top performers based on their promotion board order of merit list and the remaining officers will be promoted by seniority.
The Army piloted 225 brevet positions in move cycle 20-02 and up to 770 will be completed by the end of FY20. All positions will be included in the market under the Army Talent Alignment Process in AIM 2.0. Officers will have visibility of brevet positions for which they are eligible in their assignment marketplace. A brevetted officer would receive financial compensation of the new rank while in a brevet status. The Brevet Promotion Program is intended to alleviate critical shortages of officers to better leverage the talents of junior officer, and to incentivize retention of those officer’s in whom the Army invested for education and experience.
Opt in to Promotion
Majors in the Information Dominance Competitive Category with a date of rank from 1 Apr 16 thru 11 Feb 17 participated in a pilot for opting in for promotion consideration in the FY20 Lieutenant Colonel Active Competitive Category Promotion Selection Board.
The Army is scaling this initiative to include all captains that meet the eligibility criteria for the FY20 Major Active Competitive Category Promotion Selection Board.
Officers whose date of rank to captain is 6 October 2015 thru 8 July 2017 are eligible to request early consideration by “opting into” this board if they meet the following eligibility conditions :
- Completed the Captains’ Career Course.
- Basic branch officers must have completed their Key Developmental position per DA Pamphlet 600-3 as of 16 March 2020.
- Functional area officers must have 24 or more months in the functional area and 12 or more OER-rated months in the new functional area as of 16 March 2020.
To learn more about Opt-In read MILPER 20-050 or contact your branch manager.
Opt out of Promotion
The 2019 National Defense Authorization Act granted the authority for Army officers to opt out of promotion boards. This allows qualified officers to opt out of their consideration for promotion to complete special assignments, advanced educational opportunities, or pursue required developmental milestones at their current grade level.
GRE at Captains Career Course
In the summer of 2019 the Army launched the first step in establishing a culture of assessments throughout an officer’s career. The Army will use the results of the GRE to inform selection decisions for who attends competitive advanced education programs. The GRE is the first of many assessments the Army will implement in order to gain accurate, detailed, and objective information about the knowledge, skills, and behaviors of its people. The data collected informs and shapes future decisions about officer development.
The Army People Strategy describes how we will shift from simply “distributing personnel” to more deliberately managing the talents of our Soldiers and Civilians. This means creating a 21st century talent management system with policies, programs, and processes that recognize and capitalize upon the unique knowledge, skills, and behaviors possessed by every member of the Army team, allowing us to employ each to maximum effect. Recognizing that our Soldiers and Civilians should have the best quality of life possible, Army Senior Leaders are also prioritizing improvements in our housing, healthcare, childcare, spouse employment, and permanent change of station moves.