Senior Officer Talent Management: Fostering Institutional Adaptability.

摘要

Since 1983, the mission of the U.S. Army Office of Economic and Manpower Analysis (OEMA) has been to provide a sound basis for policy and planning for the Army of the future. In the last 4 years, OEMA has devoted a significant amount of its research to officer 'talent management,' systematic planning for the right number and type of officers to meet the Army's needs at all levels and at all times so that the majority of them are employed optimally. Despite a commissioned officer focus, many of OEMA's talent management principles generalize to any labor force, to include the other services, warrant officers, noncommissioned officers, and DoD civilians. Officer talent management is a critical research area, as maximizing the unique contributions of each officer is vital to the Army's success in today's austere fiscal and manpower environment. More specifically, the Secretary of the Army, the Chairman of the Joint Chiefs, and the Army Chief of Staff are all focused upon creating an adaptable institutional Army, one that can rapidly respond to operational demands. To that end, this monograph analyzes current senior officer management policies and recommends ways to make that cohort more adaptable. A central finding is that all-ranks officer talent management is critical to creating adaptable senior leaders. While this monograph focuses upon officer personnel policy, follow-on research will tackle compensation policy and organizational redesign, also within a talent management framework.