By Army Talent Management Task ForceOctober 21, 2019
WASHINGTON -- Senior warrant officers from around the Army congregated to discuss talent management on day two of the annual meeting of the Association of the U.S. Army in Washington, D.C.
Chief Warrant Officer 5 Doug Englen of the Army Talent Management Task Force served on a panel of five distinguished senior warrant officers to discuss a series of personnel reforms designed to help acquire, develop, employ, and retain the right talent among Army warrant officers. Warrant officers are subject-matter experts in their field, serving in diverse roles across the Army from flying helicopters to conducting offensive cyber operations.
Every community within the Army has its own unique talent management challenges. The warrant officer community, in particular, has struggled to retain the most experienced warrant officers.
"In 1991, we had 1,500 warrant officers with over twenty years of warrant officer experience. Today, that number is just 350, even though we still have the same number of warrant officers," said Englen.
Since arriving to the task force over one year ago, Englen has helped the Army begin to address talent management issues specifically impacting warrant officers.
"When an active duty warrant officer retires, he or she is placed on the regular Army retired list, unlike commissioned officers, who are placed on the reserve Army list," said Englen.
"Title 37 of the U.S. Code prevents dual compensation of retirement and reserve pay," said Englen, "But by offering our retiring warrant officers Selective Reserve (SELRES) status, we can allow them to serve in the Reserve component following their retirement from active duty without causing them to lose their retirement pay."
Doing so would help the Army address at least part of its manning shortfalls in the Army Reserve, which is currently short approximately 4,000 warrant officers.
The warrant officer community is also incredibly diverse. Each career field, said Englen, requires its own unique approach to talent management.
Aviators, for instance, can require over a year's worth of training before they can be assigned to their units. Under the current system, many warrant officers are promoted to chief warrant officer two (CW2) either during or shortly after flight school. The task force is drafting a new policy to "reset" a warrant officer's date of rank once they complete flight school, allowing time to develop them as a warrant officer (WO1) for two years before being promoted to chief warrant officer two (CW2).
Other communities, such as Special Forces and air defense, do not require extensive warrant officer training timelines, as they draw from their respective communities.
Instead, Englen noted, these communities are working to directly commission senior non-commissioned officers in the grades of sergeant first class through first sergeant to the rank of chief warrant officer two (CW2).
The Army has already implemented talent management reforms within the officer corps. Some of these reforms are being expanded to warrant officers and enlisted personnel. These programs are part of a comprehensive series of reforms designed to modernize the Army's personnel system and transform it to a 21st Century talent management system.
These talent management initiatives aimed at the warrant officer community are expected to begin early 2020.