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Today's Focus:

Army's enterprise approach to Senior Executive Service (SES) management


"For nearly eight years, I have watched Soldiers go off to war and their families stand with them. I always will remember that I had the privilege to work for them when our nation was asking so much of them - truly the privilege of a lifetime."

- Secretary of the Army Pete Geren

Secretary Geren highlights Soldiers, families as he prepares to step down


Year of the Noncommissioned Officer

"No, we are not spectators to freedom….we are on the front line living the experience. The area outside our bases may be safer than it was in the past, but it is still a place with danger. But, we volunteered to face that danger. Most Americans do not realize that 1 percent of our population protects the freedom of the other 99."

- Sgt. 1st Class JennyAnne Bright

Don’t be a spectator to freedom


2009 Commemorations :

Year of the NCO

Year of the Military Family

100th Anniversary of the Chaplain Assistant


Army Professional Writing


Army's enterprise approach to Senior Executive Service (SES) management

What is it?

The Talent/Succession Management system is Army's enterprise approach to SES management. The system is designed to optimally align executive positions with the most critical Army imperatives and priorities; better link SES member assignments to overall Army needs; develop a broader, more agile executive bench; and address succession planning for Army's SES positions.

What has Army done?

In 2005, the Army began groundbreaking work to transform management of its Senior Executive Service (SES) corps. In June 2008, the Civilian Senior Leader Management Office launched the Army Senior Executive Assessment Survey. Executives were able to identify previous assignments and preferences for future assignments, and provide information about plans/projections for retirement and resignation. An executive's first-level supervisor assessed the executive in terms of Potential and Assignment Status. An executive's second-level supervisor endorsed the first-level supervisor's assessment and agreed or disagreed with the assessment.

A 3-Star and equivalent Talent/Succession Management Board met on Sept. 22-23, 2008. The board assessed Army executives in terms of Potential and Assignment Status, reviewed requests for new SES allocations, and made recommendations to the Secretary of the Army for the disposition of these requests. It also reviewed existing SES positions and discussed identifying those that perhaps should be classified in other categories and others that may have less significance to Army's current strategy and mission priorities. The board also recommended filling a number of positions that were vacant.

Why is this important to the Army?

The board's results are used throughout the year to inform executive assignment and development decisions. The system has greatly enhanced Army's ability to place the right executive in the right place at the right time and at the right cost to meet Army and DoD needs. Army's enterprise system is an exceptional achievement that has paved the way for DoD's 21st Century Leader Initiative (DODD 1403.03). Army's results were so noteworthy that the Office of the Under Secretary of Defense (Personnel and Readiness) asked Army to serve as Executive Agent for the DoD SES Talent Management System. As Executive Agent, we are leveraging the capability that Army developed across the Department of Defense

What's planned for the future?

Army is planning for the 2009 board and will begin the survey process in the summer. Several process changes will be implemented for the board. You will hear more in the coming months.

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