In his book "Bleeding Talent," Tim Kane argues that the U.S. military is "bleeding talent--and it's not just because of money. Talent is bleeding externally as top officers quit the ranks in frustration, and talent is bleeding internally because those that serve are stuck in a bureaucracy that inefficiently matches people with jobs."
Talent management is a concept that Army leaders have agreed upon as a way ahead. But what is really being done to execute talent management? The sustainment team of the 4th Infantry Division (ID) found success in this area by implementing a deliberate talent management process.
The 4th ID sustainment leaders believe that they have both the ability and the responsibility to actively influence people's careers for the better. They believe that they own part of the problem, part of the sustainment enterprise, and part of the profession of arms. Therefore, leaders must be groomed today to solve the complex problems of the future.
The 4th ID Sustainment Brigade commander and command sergeant major (CSM) have taken responsibility for managing the logisticians of the 4th ID and influencing the management of tenant units, including the 71st Ordnance Group, the 10th Special Forces Group Support Battalion, and the Army Field Support Battalion (AFSBn)-Fort Carson, Colorado.
A NEED FOR ART AND SCIENCE
According to the 4th ID Sustainment Brigade commander, "Real talent management is the perfect combination of art and science; without the two, we have names on an excel spreadsheet. This data tells us nothing about the talented humans behind the names."
The officer and enlisted record briefs, which S-1s instinctively pull in order to better understand what kinds of logisticians are coming to units, barely express critical facts about the motivation, drive, and capabilities of incoming Soldiers. This data alone cannot tell leaders about a logistician's work- and family-related goals, strengths, weaknesses, and commitment to this profession.
So how can organizations combine the qualities of art and science for talent management? They can put leaders into the same room, face-to-face, to transparently discuss the future of the profession. The process used at Fort Carson is transparent and includes multiple stakeholders who participate in a board-like process. Participants include the commander and CSM from each of the brigade support battalions (BSBs), the group support battalion, and the AFSBn.
OPERATIONAL TALENT MANAGEMENT
Operational talent management includes the management of leaders in the ranks of captain through lieutenant colonel and master sergeant through sergeant major. Operational talent management is conducted in three phases:
• Phase I, administration (science).
• Phase II, assessment (art).
• Phase III, concurrence and follow-up counseling.
The goal of the process is to ensure the right talent is matched to the right position to get the desired sustainment effects across the installation. The 4th ID also wants to develop leaders through the right mix of experiences.
PHASE I
Each brigade S-1 section begins the first phase by preparing administrative data. Each logistics leader in the 4th ID has a business card-sized snapshot that includes the Soldier's name, rank, date of rank, current position, effective date of position, availability date (year and month), and Department of the Army photo. This is similar to data provided for board proceedings and can be very telling. Preparing this data for the hundreds of logisticians within the division is tedious, but it is absolutely vital for accurate talent management discussions.
Each card has a specified place on a magnetic white board inside the 4th ID's talent management room. Each card's placement is based on the most current modified table of organization and equipment. Using a hierarchical order enables talent management decision-makers to easily identify vacant or soon-to-be vacant positions within the division. Once the science is prepared, the leaders begin the art of assessment.
PHASE II
The second phase begins when each officer and noncommissioned officer (NCO) is given the opportunity to submit a "baseball card," which gives them a chance to have a voice. On the baseball card, Soldiers are asked to provide both personal and professional goals and outline their five-year plan.
The cards are collected by the battalion S-1s, reviewed by the battalion commander, and submitted to the brigade S-1 section for compilation. These cards are also used to guide monthly performance counseling discussions; it is another tool battalion commanders and CSMs can use to teach, coach, and mentor their leaders. When a Soldier does not submit a baseball card, the 4th ID Sustainment Brigade S-1 includes the Soldier's officer or enlisted record brief in its place.
Next, the key sustainment leaders meet in the limited access talent management room to begin the actual assessment discussion. Each commander and CSM has an opportunity to speak about the performance strengths and weaknesses of officers and NCOs in their battalion. Then they assess each officer and NCO according to the three-tiered assessment system created by the board members. Honest assessments are critical to maintaining the integrity of the talent management process.
The commander places a color-coded magnetic dot on the board next to the individual's photo to reflect the assessment. This allows sustainment leaders to see if talent is stacked or unbalanced on the installation. It also helps to match particular officers and NCOs at the unit level to get desired performance effects.
An officer's or NCO's assessment can be changed by the commander, for better or worse, at the next quarterly talent management meeting. This flexibility is vital because performance may change as leaders move to different positions.
The color-coded dot assessment system allows 4th ID leaders to focus their efforts on developing leaders who need more attention or experience. It also assists the division in providing vital feedback to the Human Resources Command about leaders who need further development in the larger Army enterprise (through internships, long-term education, and joint positions).
Once all battalions have provided their input, the sustainment brigade S-1 section confirms projected shifts, vacancies, and moves and forwards this information to the division G-1 to be fed into the Human Resources Command mission-essential request.
This leads to a battalion-level personnel draft meeting led by the sustainment brigade commander. During this discussion, each battalion receives draft numbers based on the commanding general's priorities.
Battalion commanders select their first and second choices from a talent pool that includes "free agents" (available leaders that can be recruited from throughout the Army) and "bench" leaders (official division inbound Soldiers and Soldiers who need jobs). These picks are based on officer and enlisted record brief data and relationships that are built within the logistics community.
Because the draft process is transparent and inclusive, logistics needs across the formation are easy to identify. This creates a shared understanding, and the battalion commanders do not compete with one another for the stronger inbound Soldiers. The commanders and CSMs see and understand the big picture. They see the need for the talent management process and its benefit to the logistics community and the Army profession as a whole.
PHASE III
The final phase in this process is concurrence from the other brigade commanders and the commanding general. A final recommendation memo is transmitted to each brigade commander for their concurrence based on the board's feedback.
The final recommendation is forwarded through the G-1 for the division commander's approval. Once all moves are confirmed, the unit S-1s and the division G-1 work together to complete the moves, process orders, and ensure all associated administrative tasks are completed correctly.
Talent management is a critical process that directly affects individual career progression by factoring in all aspects of officers' and NCOs' performance and potential. It not only benefits the Soldiers who are assessed and placed but also the organization and the Army as a whole. The process starts with understanding the art and science needed to perform operational talent management.
______________________________________________________________________________
First Lt. Shelby L. Phillips is a student in the Adjutant General's Captain's Career Course at Fort Jackson, South Carolina. She wrote this article while she was the strength manager for the 4th Infantry Division Sustainment Brigade at Fort Carson, Colorado. She holds a bachelor's degree in communication studies from Christopher Newport University, and she is currently pursuing a master's degree in human resources management through Webster University. She is a graduate of Adjutant General Basic Officer Leader Course. ______________________________________________________________________________
This article was published in the January-February 2017 issue of Army Sustainment magazine.
Related Links:
Discuss This Article in milSuite
Browse January-February 2017 Magazine
Army Sustainment Magazine Archives
Social Sharing