Human Capital Strategy for the Army's Human Resources Command

摘要

The 2005 Base Realignment and Closure (BRAC) legislation directed the Army to move Army Human Resources Command (HRC) from its locations in Alexandria, Virginia, Indianapolis, Indiana, and St. Louis, Missouri to Fort Knox, Kentucky, and to consolidate all functions there by September 2011. Additionally, the Department of the Army directed a 30 percent reduction in HRC's staff, requiring reorganization of the command. RAND Arroyo Center was asked to examine HRC's ability to meet the Army's military personnel demands with a modified organizational structure in its new location. Arroyo identified numerous complications arising from the reduced organizational structure. Many of the complications centered on shortfalls in the kinds of staff expertise required to handle difficult issues occurring in a new organizational context. In light of the difficulties these shortfalls would eventually pose for HRC and the Army, HRC asked Arroyo to help resolve the problem. Key Points: (1) Human Resources Command (HRC) has been directed to move to Fort Knox, Kentucky, and reduce its staff by about one-third; (2) Many of HRC's professional staff will likely not relocate; (3) Finding staff with the right skills in the new location will be difficult; and (4) HRC needs to develop a long-term recruiting, development, and management strategy.