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Today's Focus:

Human Capital Enterprise

SENIOR LEADERS ARE SAYING

"Yes, the Army has numerous challenges before it, but facing daunting challenges is nothing new to this Army. In fact, it's a defining part of the great heritage and tradition."

- Secretary of the Army John McHugh, at his Arrival Ceremony at Fort Myer's Conmy Hall, Nov. 2, 2009

Gates, Casey welcome new Army Secretary

WHAT THEY'RE SAYING

Year of the Noncommissioned Officer

" Soldiers that take the initiative are exactly what we’re looking for in our future leaders."

- 1st Sgt. Gary. R. Dillard, Headquarters and Headquarters Battery, 17th Fires Brigade, explaining that once the noncommissioned officer determines that the Soldier is ready they are recommended to the promotion board for selection and a rite of passage into a leadership role

Soldiers gain insight on leadership

CALENDAR

2009 Commemorations :

Year of the NCO

Year of the Military Family

100th Anniversary of the Chaplain Assistant

November 2009

Military Family Appreciation Month
National Native American Month
Warrior Care Month
Veteran's Day Week


Nov. 11: Veteran's Day

PROFESSIONAL WRITING

Army Professional Writing

TODAY'S FOCUS

Human Capital Enterprise

What is it?

The Human Capital Enterprise (HCE), led by Assistant Secretary of the Army, Manpower and Reserve Affairs (ASA M&RA), and commanding general, U.S. Army Training and Doctrine Command (TRADOC) is key to winning the fight and preserving the all-volunteer Army. The HCE oversees the entire lifecycle of Soldiers and Army civilian employees from accession into the Army through transition from the Army and thus supports execution of Army Force Generation (ARFORGEN) by meeting the Army's personnel requirements. At the strategic level, the HCE develops and deploys a human-capital strategy to advise the secretary of the Army on Army-wide personnel issues and priorities that sustain readiness and preserve the all-volunteer force.

What has the Army done?

The Secretary of the Army signed a memorandum in January 2009 formally establishing institutional adaptation as a component of Army transformation. To focus on transformation efforts, four core enterprises of the generating force were defined: materiel, human capital, readiness, and services and infrastructure. Each core enterprise is tackling initiatives specific to its primary functions. This enterprise approach provides senior leaders with the situational awareness required to make informed decisions.

What does the Army have planned for the future?

The HCE's key outcomes include a force of well-trained Soldiers and civilians providing:

• A healthy all-volunteer force managed end-to-end (from accession into the Army to transition from it). This force will be capable of providing fully synchronized support to meet ARFORGEN demands.
• Innovative military and civilian leaders capable of meeting current and future demands of full-spectrum operations in an era of persistent conflict.
• Relevant required capabilities delivered to the current and future force.
• Effective and efficient delivery of the right human capital with the right training and education at the right time to the right place to achieve optimized personnel balance between the operating and generating forces.

Why is this important to the Army?

Synchronizing personnel, equipment and training to support the operational Army can be challenging, especially while engaged in persistent conflict. Senior leadership acknowledges that improvement is needed in the way the Army generates forces. With institutional adaptation, the Army can optimize ARFORGEN to best generate trained and ready forces for combatant commanders. The work of the HCE and other core enterprises is all about doing the right thing for our Soldiers, families and civilians.

Resources:

TRADOC Web site

ASA (M&RA) Website

Army Enterprise Website

STAND-TO! NEWS

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