STAND TO!

Edition: Mon, June 16, 2008
Current Edition | FOCUS Submission Guidelines | Stand-To Fact Sheet | Printable Version

SENIOR LEADERS ARE SAYING

"Anybody who wants to have a view of Afghanistan, and who does so only in the context of Afghanistan, in my belief, will opine incorrectly about Afghanistan about 99 percent of the time. If you cannot see it as a regional issue, you will not see it clearly."

Gen. Dan K. McNeill, recent commander of NATO troops in Afghanistan

Challenges remain in Afghanistan, general says

TODAY'S FOCUS

Army Civilian Talent Management

What is it?

Army Civilian Talent Management is a collaborative approach to create interchangeable, diverse senior leaders by providing opportunities for development and reassignment. The program applies to National Security Personnel System ( NSPS) upper band 3/GS-15 equivalent civilians. Army Enterprise Leadership will collaborate with commands regarding reassignments based on command requirements and maximum benefit to the Army and the civilian.

What has the Army done?

Centralized talent management of these Army Enterprise Positions critical positions and employees will launch in September 2008. Commands, functional chiefs, direct reporting units and HQDA leadership are beginning to identify the enterprise positions to be included in the talent pool - as well as to define the program processes and business practices.

The new talent management process is designed to be collaborative - incorporating an employee's desires with the requirements of the Army. It employs an annual assessment and a board process to ensure that reassignments are responsive to critical Army needs and support broadening and professional development of the senior leader. While all processes are not yet defined, the Army is working aggressively to develop the tools and methodology needed to implement this enhanced enterprise-wide management program.

The end result to the centrally managed talent pool will be senior civilian leaders who are experts within their core competencies and with skills broad enough to operate interchangeably with their military counterparts in complex environments.

What efforts does the Army plan to continue?

The Civilian Talent Management Office is in the process of meeting with senior leaders, commands, functional chiefs, direct reporting units and employees to conduct orientation sessions on the new process and gain their recommendations.

Why is this important to the Army?

Stakeholders can expect specific outcomes:

For the Army:
- Promotes and optimizes talent exchange and diversification
- Provides greater visibility of vacancies and talent pool
- Creates interchangeable, multi-faceted senior leaders who are competitive for senior executive service positions

For commanders:
- Improves vacancy forecasting and knowledge transfer
- Reduces time to fill vacancies
- Minimizes the loss of productivity associated with vacancies
- Improves succession planning

For employees:
- Provides greater and more visible opportunities for civilians to develop
- Facilitates support of the civilian's desire and potential
- Improves knowledge transfer


Questions and comments can be directed to DUSA_CDO@conus.army.mil


INFORMATION YOU CAN USE

- 2008 Strategic Communication Guide - Read the 2008 Army Strategic Communication Guide for key messages and updates

- Strategic Communication Coordination Group (SCCG) Workspace

- Army Public Affairs Portal

- Stories of Valor

- Speaker's Toolkit

A CULTURE OF ENGAGEMENT

The Army Community Relations Calendar

Bloggers Roundtable

CALENDAR

May- July 4, 2008: Season of Remembrance

July 13, 2008: Army National Guard concert band performance

NEWS ABOUT THE ARMY

WAR ON TERROR NEWS

OF INTEREST

WORLD VIEW

WHAT'S BEING SAID IN BLOGS

ARMY SPORTS

Sports at a glance

Army wins day one at Interservice Pistol championship

Texas Training Guard's first dive team