Personnel Overview to the Washington Corps of Military Attachés Mr. Roy Wallace Deputy Chief of Staff, G-1 9 September 2015
Guiding Principles Holistic Integration UNCLASSIFIED / FOUO Talent Management Framework Victory Starts Here! Crosscutting Concepts Acquisition Marketing & Recruiting Initial Entry Assessment Career Field Selection Commissioning Source Activities Employment Assignments & Selections Succession Planning Career Management Experience Training Education Development Retention Compensation & Pay Promotion Transition & Soldier For Life Assessment Systems for measurement, accountability, & forecasting Endstate An Army of cohesive teams of trusted professionals who thrive and win in a complex world 2 2
What kind of Soldiers does the Army Need? Resilient and fit Soldiers of character Competent, committed, agile, and adaptive leaders Cohesive teams of trusted professionals Represent the diversity of America -Army Operating Concept, Oct 2014 3
AC Recruiting FY16 Projection Soldier Pipeline: Recruit through 1 st Term 7% Attrition (of contracts written) 12% IMT Attrition (of Soldiers accessed) 16% Unit Attrition (of Soldiers accessed) Screen/ SFL/ Mkting Future Soldier Conditions Based IMT Sponsorship, R2C, NIMS TIME (months) CONTACTS WRITTEN CONTRACTS Marketing Recruiting Testing (perpetual) SHIP TO IMT COMPLETE IMT The Cost of Building A Quality All-Volunteer Force COMPLETE 1 st TERM 0 6 36 FOUO / Unclassified / Limited Distribution 4
Officer Career Progression Model O-6 Centralized Select List Senior Service College Joint Qualified Enterprise Experience Grad School Joint Colonel (50%) Lieutenant Colonel Joint BG BDE CSL SSC (70%) BN CSL Major (80%) ILE Captain (95%) Lieutenant Active Duty - Army Competitive Category - Accession Cohort 4,199 Enterprise Enterprise Intern OCS 500 USMA 966 ROTC 2,733 Accessed to Active Duty ACC All Component Commissions = 7,170 5
Number of Officers YG 14 Career Progression (ACC) 4,500 4,000 3,500 3,000 2,500 2,000 1,500 4,200 98% 4,120 ADSO expires 86% 3,600 30-year Expectation (% are relative to original 4200 2LTs) Res. ILE 23% 968 42% 1,760 55% * *Selection rate CSL 11% 462 46% * 24% 1,010 SSC 10% 405 40% * CSL 5% 189 Promotion Targets 1LT 98% CPT 95% MAJ 80% LTC 70% COL 50% 44% * 30-yr Steady State Inventory 1,000 Retirement 10% 425 0.98% 41 500 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Years of Commissioned Service (YOCS) Years of Commissioned Service 6
Non-Commissioned Officer Career Progression Model Select, Train, Educate, Promote (STEP): Appropriate training, Education, and experience is completed before promotion to prepare NCOs to fight and win in a complex world. SGM/CSM NOM SGM/CSM SGM/CSM Fellowship BN/BDECSL Master Sergeant First Sergeant OC Master Leaders Course* Sergeant First ClassAIT PSG Drill SGT Drill SGT MFT Senior Leaders Course Instructor Staff Sergeant Recruiting Advanced Leaders Course Sergeant Warrior Leaders Course Battle Staff MRT Private - Specialist *Future Active Component Accessions Mission = 63K 7
Warrant Officer Career Progression Model CW5: Master-level technical and tactical expert--technical leader, manager, integrator, and advisor; primarily serves at brigade, division, corps, echelons above corps, major command and HQDA levels. MASTER CW5 (30.4%) WO Senior Service Education CW4 (78.9%) Warrant Officer Intermediate Level Education CW3 (87.1%) Warrant Officer Advanced Course CW2 WO1 Warrant Officer Basic Course Active Component Accession Mission ~ 1K annually 8
Army Requirements Readiness/Manning Guidance Non-availables Emerging requirements MOS/Grade - Assigned/Auth match Leader Development Professional Military Education (PME) Broadening Assignments Balancing Depth and Experience Talent Management Balance Career/Individual Expectations Performance/Potential Drawdown Preference Dwell Time Family Considerations 9
Potential Talent Management for Cyber Army Competitive Category Medical, JAG, Chaplain Lateral Entry Military Lateral Entry Cyber Civilian Lateral Entry Promotion based on certification Selection based on structure and TTHS Lateral entry as an option Permeability with Industry 10
How IPPS-A will help the Army Manage Talent Leader Development/Talent Manager Create Career Paths Assign Mentors Succession Planning Build Profiles Attributes of Soldiers Attributes of Army Organizations Talent Match Provides Candidate Gateway for Soldiers to find positions Allows Talent Acquisition Manager to open and post positions; match skills against open positions Learning Management Create Training Programs Attach learning requirements to career paths Configurable, flexible templates for performance process Performance Reviews Project Reviews Exit Interviews Surveys Performance Plans Multi-source functionality 360 review Multi-rater selection Analytics and Reporting HR metrics for talent and recruiting Functional and Operational Analytics Online, real-time viewing of data Dashboards and Workcenters 11
Discussion Cybe Branch Your Text Retain 12