AUSA 2020: Army Civilian Forum: The Time Is Now For Army Civilian Talent Management

good afternoon i am ellen hilmerson chairwoman of ausa army civilian advisory committee on behalf of general carter hamm president of ausa and the council of trustees i welcome you to the 2020 army civilian forum the forum is focused on the time is now for army civilian talent management as our keynote speaker we are very fortunate to have their honorable dr casey wardinski the assistant secretary of the army for manpower and reserve affairs is joining us dr wardinski is a strong advocate for our army professionals to include our army civilians as the army assistant secretary he sets strategic direction develops policies allocates resources and supervises all matters pertaining to manpower and reserve affairs to sustain and position the army for the future last year at ausa dr rodinski and the army leadership unveiled the army people strategy we are excited that he's here with us again this year to talk to us about continued army people strategy and civilian talent management efforts welcome dr wadinski well thank you i'd like to thank uh ausa and general ham for sponsoring today's forum on the civilian workforce uh i'd also like to thank miss elmerson for being our uh moderator today uh i wanted to kick off this forum today by discussing a little bit about where we've come uh since last fall last fall we introduced the topic of the army people strategy at our civilian forum and talked about where we'd be going over the coming year well a year's gone by and so i'd like to circle back and talk to folks here today in broad terms about what's happened in the last year and then foreshadow a little bit what our panelists are gonna talk about today we've got dr four who's gonna talk in greater detail about the army people strategy and particularly the civilian implementing plan that we've got mr formica is gonna talk about the developed line of effort uh that fits within that implementing plan we've got carol burton and she'll be talking to us about uh how we're going to acquire civilian talent how we're going to manage it how we're going to put it to work or what we call employ and we've got mr beach who's going to talk to us about how we're going to build a diverse workforce workforce of talent so let me begin by just taking us back a year last year in august senior leaders signed off on the army's first people strategy it's about a 14-page document it talks about some key things we call those our key enablers it talks about the way forward we call those lines of effort and it talks about outcomes we see and so the outcomes are very easy we know that winning matters this is an army and we're charged with winning the nation's wars and the way we do that is by building cohesive teams so the outcome that we seek in our strategy is an army of cohesive teams and to get there we look across four lines of effort that talk about acquiring talent developing that talent employing it and keeping it and then that builds on some key aspects the most important for our discussion today would be culture army culture that focuses on uh how we go about building our diverse teams our cohesive teams and that is uh we approach them with the idea that people bring unique gifts to the army that we want to treat them all fairly we want to put them on a level playing ground in terms of being able to put their talents to work in support of the nation's defense and we want to put them in career fields where they have the maximum potential to serve at the highest levels at which they can deliver value for the united states army so that was the broad strokes of where we were headed to that point that 14 pages talks about those lines of effort who's responsible for them who's responsible for building culture and how we plan to govern the activities under these lines of effort well now the first thing to take note of is you might say well it's 14 pages how important can it be well i can tell you it's pretty important because it's already driven in fy 22 56 million dollars of new spending on our civilian employee programs that will help us acquire develop employ and retain approximately 300 000 civilians across the united states and around the world carol burton and her team have already done a great deal of work putting this plan into action under the implementing plan devised by dr four and his team that implementing plan was signed off it is now published and it's in force it's guiding how we're going to allocate resources how we're going to structure our organizations and how we're going to proceed into the future across those four lines of effort and so carol will be talking to in just a few minutes about what's going on in her organization this human the civilian human resources agency how it's being reorganized how career fields are being structured to provide our employees with world-class leaders strong professional development for their supervisors career fields in which all of our employees have potential to rise to the top of the army and rise to their maximum potential to serve mr formica be talking about how we plan to develop these supervisors and develop our workforce and then of course mr beach will be talking to you about uh how we bring everybody to the table how we bring diverse talent across our organization in across our career fields uh in each of those different lines of effort whether they be acquire develop employ or retain so a great deal is going on it's a pretty exciting time i can't think of another time where this much effort has gone into building a strong civilian workforce building strong developmental pathways organizing and resourcing for success so that an employee can enter at any point with the potential now to rise to the top of the organization and so that the army is positioned to be very nimble and competitive in acquiring talent each of our organizations and particularly several such as army futures command army material command training and doctrine command the corps of engineers headquarters they're very uh reliant on having an effective civilian workforce and being able to fill vacancies with very talented folks in an expeditious manner so as you listen to carol talk about the acquire piece uh i invite you to take note of the fact that the great strides have already been made in terms of making the army more nimble so with that said uh i won't go into any further detail uh suffice to note that these uh the strategy is in place it was signed by the chief of staff and the secretary last year the implementing plan was signed this summer and has already gone into effect a great many actions are underway and will continue underway in the coming years resources in the army programming is now being driven by the implementing plan and the strategy with key ideas of having a very strong civilian workforce nimble practices that allow our folks to serve where their talents will take them and so that we have the right surveillance at the right place at the right time and so that we can also bridge the divide that's existed between the military side of our personnel practices and our civilian side of our personnel practices we're in with the goal of building greater permeability between the military as folks leave whether they separate after an initial list or whether it's at retirement to bring their talents to bear as appropriate in the civilian workforce as well so with that i'm going to close my remarks and invite you to pay close attention to miss burton mr formica dr beech and dr four as they take you through the details thank you thank you dr rozinski for joining us today today we also have our panel that will further discuss the time is now for army civilian talent management and share their functional perspectives on topics related to army people strategy and the four strategic outcomes of ready diverse professional and integrating and how the army plans to customize modernize and apply talent management to every segment of the civilian workforce i am honored to facilitate this discussion today so i would love to introduce our panelists our first panelist is dr todd four deputy assistant secretary of the army civilian personnel office of the assistant secretary of the army manpower and reserve affairs our next panelist is mr anselm beech the deputy assistant secretary of the army for equity and inclusion agency office of the assistant secretary of the army manpower and reserve affairs our third panelist is mr michael formica the deputy to the commanding general combined arms center fort leavenworth kansas and our fourth panelist is miss carol burton director of the civilian human resources agency aberdeen proving ground maryland so first we're going to start and hear from dr four on the army people strategic outcome of ready hello and thanks for joining us on this session and ellen i appreciate the introduction and uh also appreciate ausa in uh having this event so uh it's very important that we made a lot of progress and this is one of the ways that we are getting the word out and we appreciate asua's help so let me start by going back and talking about the fact that the army people strategy was just published a year ago in fact it was rolled out at ausa and just seven months later in may uh dr wardinski and the g1 signed the civilian implementation plan we had about 250 plus people that were working on the plan different smees in different areas and so we're greatly greatly appreciative of everyone's time and effort in being able to put the civilian implementation plan together so quickly and let me cover a couple of the fine points here the cip recognizes that the civilians are a critical part of the readiness of the army and that that talent must be developed across the human capital life cycle that life cycle being that of develop employ retain and many other aspects that support the implementation plan every step is taken toward realizing the priorities of the implementation plan and it is one step closer to achieving the future of the talent that we are seeking in our civilian core the civilian civilian implementation plan supports the army people strategy where our civilians are part of the team and making sure that we have the ready force that we need to support our combatant commanders developing the army civilian corps into the future is a strategic army level responsibility and opportunity army leaders are fully committed to their civilian workforce and investing in its future to fully recognize their potential as an integral part of the army teams in fact if you remember back to dr wardinski's comments he said the army has already committed over 50 million dollars in developing the talent management system and processes and the investment in our people army civilians are critical to the readiness and we're committed to making sure that those civilians are having all the talent all the skills all the capabilities they need to make sure that we the army succeed in our mission dr burdinski also mentioned cohesive teams that's what we're shooting for what are we doing our civilian talent management transformation will exponentially improve our ability to acquire develop employ and retain top talent we are modernizing our processes and systems to leverage data-driven insights to ensure that the army civilian core is ready professional diverse and integrated why are we doing this the army must remain ready as the world's premier military force our people are our greatest assets and resources how will we implement this the civilian implementation plan has four overarching priorities to transform the workforce planning and management to modernize civilian talent to evolve career programs to be an integral part of the army enterprise and to build world-class leaders the plan is organized by four lines of effort they acquire develop employ and retain each loe is utilizing work groups leveraging subject matter experts and fostering innovative thinking to execute tasks and actions the army must remain ready as the world's premier combat force that readiness is strengthened by the people who comprise the total army force including its nearly 300 000 civilians after all equipment does not learn understand innovate build cohesive teams or exercise judgment people do the army of 2028 will be ready because it has the capacity to place the right civilian and the right job at the right time to achieve this vision we are now putting the right people the right policies and the right systems in place to build toward our future let me talk about the cip priorities for a moment transforming work is the first priority and our workforce is important in the infrastructure that we have to make sure that we have workforce planning in place the army will project requirements for both people and specific skills to reduce the capabilities gaps that we have and we will match talent to those requirements our second party is to modernize civilian talent acquisition the army will have a deliberate approach for marketing for the jobs that we have available targeting the required skill sets identified from from strategic workforce planning and hiring them through efficient processes as well as efficiently bringing them on board our third party is evolving career programs to be an integral part of the people enterprise just earlier this month we actually did the ribbon cutting on the organization that will spearhead that specific career program evolution and then lastly building world-class supervisors as we know from our feds data your first line supervisor is your best connection to making the mission happen for you and so you understand what your role is so we have a goal to create a world-class supervisor force for all civilians and military supervisors of civilians the army will create the infrastructure and grow and sustain the best supervisors in government at all levels within the army and we will certify supervisors to perform their roles effectively so these priorities all focus on the army people strategy and the lines of efforts on what is the most important to the army civilian corps so ellen i appreciate you hosting the session and that is the overview of where we are with the army people strategy and his civilian implementation plan thank you so much dr four i am now going to turn this over to mr beach on the army people strategic outcome of diverse hi good morning and it's an honor to be here at ausa to share some thoughts on the army's approach to diversity equity and inclusion let me start out by saying that the tenets of uh equity and inclusion are fundamental to the army's uh people's strategy you may ask why and i'd give you two quick reasons one we are in a competition for talent the second thing is that it drives readiness so what is our approach our approach really is to integrate uh diversity equity and inclusion uh into the army people strategy using the army um diversity equity and inclusion annex this annex is a five-year plan um with five goals and 25 uh objectives with over 100 tasks um it's important to realize that this is a five-year plan because it seems in in in the current um conversations people think about um uh plans as very expedient and um kind of immediate uh results so uh we we want to have this in attack in a in this kind of timeline because it provides us with the ability to measure um and provides us with timelines so we could remove systemic barriers to create create equitable outcomes which is crucial for closing the gap in ascension and retention of diverse talent the i mentioned that the plan has uh five goals and i want to quickly talk about what these five goals are goal one is to ensure that there is leader commitment to diversity equity and inclusion practices at all levels uh goal number two is to institutionalize uh talent management dr wardinski talked a lot about talent management my colleague todd four also uh talked about uh talent management and so we really focus on how we acquire develop employ and retain a high performing workforce goal number three focuses on establishing a governance for the army diversity equity and inclusion efforts and that would be through a diversity uh council goal number four is really looking at how do we provide a training and education to uh to make sure that we're meeting the demands of the total workforce so um last goal number five is to ensure that there is equitable uh an inclusive uh environment where diverse experiences cultures um could be uh insured to have mission readiness um lastly i would say that this uh this is not something that's new for the army it really builds off the 2008 um diversity task force that created the um the 2011 diversity road maps so um what is really different is that this is not a standalone process anymore it is now integrated into the army people strategy and by integrated into the army people strategy it really provides uh one pathway for all the army's efforts in ensuring that we have the talent that's ready for a 21st century army uh and a 21st century workforce so that we can make the demands uh for the future and the current needs to fight and win the nation's wars so um with that i simply want to say thank you very much for the opportunity again it's an honor to be here thank you so much mr beach next we're going to hear from mr formica on the army people strategic outcome of professional thanks ellen for the introduction and i also want to thank ausa for hosting this event it's great to be a member of this panel and provide an update on the army's and tradoc's efforts in support of professionalism my remarks focus on two topics our civilian education system and world-class supervisor training both of which support the army's people strategy civilian implementation plan line of effort two develop talent fundamental to this discussion is the rule of the army management staff college which educates and develops the army civilian corps for leadership and management responsibilities and and throughout the army and serves as the executive agent for the army civilian education system amsc delivers several leadership courses a two-week basic course for gs grades five through nine and naf equivalents a three-week intermediate course for gs grades 10 through 12 and naf equivalents and a four-week advanced course for gs grades 13 through 15 and naf equivalents the college also offers courses in strategic leadership information advantage and business transformation as part of its continuing education for senior leaders these courses are for army civilians in grades gs 13 through 15 lieutenant colonels colonels and sergeants major the army pandemic response mandates that amsc deliver all cs ces courses virtually during the first and second quarters of this fiscal fiscal year beyond that amsc will adopt a hybrid ces delivery model consisting of three elements to make it easier for army civilian professionals and their organizations to support their attendance to this critical education we will use virtual classroom courseware mobile education teams delivering at points of needs and or resonate courses here at fort leavenworth kansas to support the armies it transforms to become multi-domain operations capable general funk the commanding general of training and doctor command directed amsc to prepare army civilian corps leaders to to meet this challenge as such embassy is adding five subject matter experts to its faculty an expert in cyber an expert in social media an expert in electronic warfare and expert in autonomous systems and an expert in artificial intelligence machine learning and big data disciplines finally as he did for the army's three uniform cohorts of officer nco and warrant lieutenant general rainey the commanding general combined arms center directed amsc to fill the program by fourth quarter of this fiscal year that will enable army civilian leaders while participating in the ces courses to assess their knowledge skills and behaviors this work nests with the civilian implementation plan lines of effort two develop talent and three employee talent these longitudinal assessments will support an army civilian's development not in a predictive fashion but rather as a means to generate value-added feedback feedback to improve self-awareness and informed focused cell development also in this fiscal year combined arms center will develop a cognitive improvement center which will enable army civilians to improve those areas that they've learned from these assessments i'll now turn to our second topic world-class supervisor training amsc is redesigning the supervisor development course for third quarter of this year as well as leading an operational planning team pursuing three objectives scheduled for completion in either third or fourth quarter of this fiscal year objective number one is to establish a supervisor auto enrollment capability objective number two is to create two new supervisor development courses to compromise to complement the supervisor development course first will be an online supervisor 101 course to be completed within 30 days of his or her first supervisory assignment and in conjunction which are a resident supervisor human resources orientation course delivered locally at our camps post and stations by the cpax objective number three will be to create a supervisor development common operating picture this picture will enable the enterprise to track the completion of these critical tasks that i've identified above finally i want to focus for a moment on the value of our civilian education system as it impacts the army civilian professional the fiscal year 20 survey of army learning enterprises assessed the ces instruction from 2017-2019 recent ces graduates provided overwhelming positive assessments of their education experience notably ces courses were among the most favorably rated across the survey indicators and are perceived as being of good quality conducted with effective instruction and facilitation and providing a favorable level of rigor bottom line amsc is a broad customer base unique student demographic and instructional ability to instill and reinforce the professionalism of the army civilian course character competence and commitment as such the msc's blended delivery approach and efforts to improve the supervisor development course program combined with the army's increased investment in the civilian education system are critical to improving attendance of the army civilian corps and the army civilian court's professionalism and total army readiness i'll close now and thank you again for your support of the army civilian development and i look forward to continuing our journey to become the army civilian corps our nation expects and our army deserves thank you very much thank you very much mr formica now we have miss burton to discuss the army people strategic outcome of integrated hello everyone i'm carol burton the director of the civilian human resource agency the brand new home for army's civilian career programs responsible for the integration of talent management today i'll focus my remarks on army's career programs and the significant transformation that is underway but first just a little bit of background information what we have today 32 career programs are functional communities such as supply logistics eeo and manpower and career programs provide a wide variety of functions including strategic human capital management and training and development when dr wadinski spoke a few minutes ago about the people's strategy in building a 21st century talent management system he made a point of focusing on how the army will improve how we acquire develop employ and retain our people the civilian implementation plan identifies transformation of our career programs as one of the four priorities of the civilian workforce specifically we're tasked to evolve career programs to focus on an enterprise-wide talent management system and to do that we need to get better and integrate our career management efforts in july of this year the army directed the realignment of the career programs to chara on 1 october and i'm proud to announce that that task is complete and in fact in that short time we've realigned the people the funding and the force structure from 32 different career programs to chara and established the army civilian career management activity or acma so why create acma i mentioned we're realigning all the career programs under the chara umbrella to integrate the career management operations and we'll group career programs into focused career fields to enable army civilians to obtain experience across broad functional areas these last two notes are very important we'll establish an operations and plans office to provide enterprise-wide program management rather than having that work done in 32 different offices and we'll centralize the transactional tasks in a support office to better enable the career fields to focus on core tasks we're focused on talent management because talent management is people and people are our greatest asset we want to meet the challenges of tomorrow so we will transform the army civilian career management to acquire develop employ and retain the diversity of civilian talent needed to achieve total army readiness thank you so much for attending this panel discussion today thank you so much miss burton well next i will be sharing questions with our outstanding panel members to gain ideas insight and knowledge and we're going to start with dr four with the civilian implementation plan in support of the army people strategy how are you managing such significant change well that is a fantastic question let me start by saying that we have a strategic change management plan that involves the communication strategy we're looking at print digital and in-person and so we have already started actually because we have our printed material that we'll actually have out there um and then we'll also actually we've already started uh the digital uh carol burton sends out just about weekly now a communication tool uh that is much like a one pager so you can kind of get it really quick and and understand what's going on and it starts to explain what we're doing why we're doing it how we're doing it uh and what it means to you the civilian and so the print and the digital we are working on today the in person because of code it's been a little bit more challenging but as we have opportunities and as the different leaders across the atma organization that carol had just mentioned we will start using in person or team style communication opportunities we'll be able to record those so that people can play them at a later date but they will be focused specifically on why how and what the opportunities are and ways that people can actually get involved great thank you so mr beach what does diversity mean to the united states army and that is a fantastic question and i'm so glad that you asked it um because in so many ways we have heard about diversity uh and the conversation around diversity is very much in a one-dimensional construct for example somebody would say well you know the panel wasn't very diverse today because it only had you know one of this or one of that or one of the other and and and and for me uh and for the army that really doesn't get to the essence of diversity because we very much see diversity as a value driver what do we mean by that um it means that that you know as a value driver it helps us to drive employee engagement by really looking at systems and barriers that to equitable outcomes for all all of our workforce to go a little bit further we in the army want to start a new conversation around diversity we see diversity um beyond the visual to the value where we are leveraging diversity of talent of skill sets experiences and i could go on and on to really help the army solve complex problems there are a lot of challenges that face readiness there are a lot of challenges that face the world um as an example we are actually doing a re we are actually in a covet virtual environment right now how do we get that at challenges like that where we get a challenges like that by leveraging talent and it requires um experiences of talent uh cultures etc to get those uh those problems um last thing i would say is that it's a little bit intuitive if we were to go to financial uh planner and that financial planner said to us well we need to diversify our portfolio we kind of get that however in a workforce we kind of think about diversity in in a very different way and so for us we want to get back to where diversity is that value driver where people come to us um because of the talents and the skills that they bring to help to drive the army into the 21st century and beyond so thank you thank you mr beach so mr from micah what role do you see for the army civilian corps in multi-domain operations thanks thanks ellen that's a great question and you know our army of our army civilian corps of nearly 300 000 is foundational uh to army readiness and as we all know as our army expands and contracts it is the army civilian corps that is uh leading uh through business processes those activities but i think it's also important to recognize that uh our army civilian corps has a role to play in in the competitive space beyond uh its ability to manage the business of the army and and nda a or correction the national defense strategy of 2018 laid this out for us it said seek ways to better utilize your civilian forces uh to be able to frankly free up your uniform members to be able to only do the tasks that soldiers uh airmen sailors marines etc can do and that's that's how we see it here in training at doctor command and the army university and that's why when i described in my remarks our efforts to really look at multi-domain operations and build curriculum that will begin frankly as a pilot for all the cohorts to expand our understanding and awareness of those things that we see in multi-domain operations those things such as cyber operations machine learning artificial intelligence data analytics etc and build that into the civilian core so that the civilian core nearly 300 000 is able to assume some of those responsibilities again freeing our soldiers to be able to perform only the tasks that soldiers can perform thank you thank you mr formica so miss burton can you please tell us what some of the benefits are to the creation of accma under chara absolutely so what we'll do with acma is we'll eliminate the existing 32 silos and group the career programs into 11 broader career fields and this will better enable army civilians to broaden their experience and developmental opportunities so instead of separate career programs for example civilian hr military hr manpower and eeo will have one career field that includes human capital and resource management another example will combine i.t and cyber to create a technology career field we want a more nimble system to create opportunities for professional growth and advancement we will increase efficiency through a holistic approach to talent management and we'll leverage resources to provide quality career management support thanks ellen for that question thanks so much miss burton so dr four what are you seeing as the biggest challenge for the civilian implementation plan well i think um one of the biggest challenges is the communication aspect of getting the word out that we have the civilian implementation plan we have actions and tasks that we're tracking in metrics with those specific actions and tasks to get at uh what we're doing across the journey of the readiness for civilians and so i can just use some covet examples um you know we've done a lot with a pre-employment drug testing we've done a lot with onboarding the chara has actually done an incredible job at doing virtual onboarding and so we've got a number of tasks and actions associated with each one of those lines of efforts in fact mike formica just went over what we're doing with the um supervisor course uh and and our goal is is to make that a world-class supervisors course and really target what the supervisor needs so they can actually have the right employee engagement i think that's what we're talking about as far as change management for the agma that carol just went over uh it's really important that people begin to understand uh the value of what that organization is going to bring so that we can make data-based decisions so that we can use the big data that we've got we can look at mission critical occupations hard to fill locations and i just give you an example for the medical community the ability to pay relocation retention and loan repayment program for specific areas where they have a difficult time recruiting alaska as an example so i think that one of the biggest challenges is to communicate and to make sure that people understand what we're doing why we're doing it how we're doing it and then more fundamentally what it means to them specifically and so it we are working very hard on our change management plan and our communication plan uh and we understand that that's a parallel journey uh that we're making while we're putting the organization together we're changing our processes uh we're developing new processes uh we're managing the budget that we have we're asking for more money in the future so we can do more development and talent management uh and so part of the the challenge is ellen that that just the communication and making sure that everybody understands um what we're doing why we're doing it and uh what it means to them and and then communicating to the supervisors um out there as well specifically the military supervisors of civilians so our civilian corps is incredibly important to army readiness it is the critical piece that allows our combat soldiers to do their job and so that is i think the biggest challenge that we have out there ellen thank you that's great thank you dr four so mr beach what is project inclusion another fantastic question um so i i i before i answer that question i would say that there's a lot of literature out there and a lot of data that talks about diverse teams and it says that diverse teams are a lot more innovative they're higher performing um and um they also are a lot more creative than just homogenous teams and so it gets us to what is project inclusion so project inclusion really is the framework that operationalizes the diversity equity and inclusion annex to the army people strategy um it then looks at how we then um communicate that to the total force you know how does someone understand how that annex applies to them um we talked about how we create um we look at army culture and then how we use that as a driver towards uh cohesive teams and so under this uh project inclusion umbrella what we're doing is really listing out all those different tasks and those initiatives that fall on the the diversity equity and inclusion uh annex and army people strategy and really getting that out to the total force in it so that everybody understands um what the what the diversity means to the army uh what the different initiatives that army is undertaken and what is their role uh in in in in those different initiatives just as an example uh um next week we would be at fort bragg uh north carolina and we um we would be at fort bragg and we'd be conducting listening sessions uh why do we want to conduct listening sessions because we could formulate plans however we need to hear from the workforce so that they understand um we could understand what it means to them how they're invested uh in the plans that we're developing um and and what they see as some of the solutions to the challenges that we currently face we would then bring those uh answers back and decide how we need to revise current policy how we need to adapt or do we need to create new policies to address some of the challenges uh that we are facing um at a macro level and maybe at a micro level as well so um just to sum that up project inclusion really is the is the approach that we are taking to ensure that a total force understands uh what the uh initiatives are that we are engaging on and how we are operationalizing um the diversity equity and inclusion annex under the army people strategy thank you thank you so much mr beach so mr formica is the army pursuing career longitudinal assessments for members of the army civilian corps like it does for the profession of arms well helen yeah and i briefly touched on this in my remarks so let me amplify those uh at this point uh first of all we think foundational fundamental to leader development is a leader's appreciation of his or hers knowledge skills and behaviors and therefore what we're going to do is from the basic course through the advanced course we're going to be implementing delivering to our students a series of tests that will enable them to better appreciate you know their their reading ability their writing ability their communication skills their critical thinking skills uh their their social uh abilities as well as part of what it is to be a leader and the login of total thing aspect of this is a leader will understand his or her strengths uh at a point in time as i mentioned we're going to offer an opportunity through a cognitive improvement center it'll start virtually for them to be able to reach out and and find ways to improve uh those weaknesses and sustain their strengths and then when they come back for the intermediate course there's another dipstick uh that will be able to determine if they they'll be able to determine and that's the key thing they'll be able to determine if they have improved and and so on and so forth throughout their career so that at the end of this the outcome we seek is a a leader inside of our civilian core that has a firm understanding of uh how well they are doing uh seeks to improve themselves and most importantly is contributing to army readiness in the way they lead their their organization so yeah this is really really big and we're excited to do it and and you it'll be coming to all our courses this fiscal year uh thanks thanks for giving me a chance to further expound upon that uh question great insight mr micah thank you so much burton you mentioned that this transformation creates significant opportunities for professional growth and advancement can you please elaborate on this sure so an important part of retaining our workforce is is ensuring that they see a future within the army and today many of our civilians can't see a clear path to an advancement the work we're doing to transform career management will change that we want a level playing field we're building career paths now that span several related functional areas i already mentioned two examples human capital and resource management and technology but here's another example supply transportation and ammo will all be in one logistics career field civilians will now have a means to develop their skills and be equipped to take on challenging new assignments in related functional areas building multifunctional leaders for the army while providing more advancement options for civilians it's a really exciting time for army civilians thanks ellen such a great a great response but thank you again to all our all our participants our key speaker dr wadinski our panelists dr four miss mr beach mr formica and miss burton for participating today for sharing your wealth and your knowledge and for what you do every day to help our united states army additionally i want to thank all our viewers who participated today and attended our virtual army civilian forum i hope you have found this discussion interesting and informative now if you like what ausa is doing or want to know more about what ausa is doing in support of army civilians and you aren't an ausa member please consider joining our team in ausa and become a member today thank you everybody for participating and have a great day you

Channel: U.S. Army Professional Forum

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Keywords: US Army, Army Professional Development

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Length: 46min 44sec (2804 seconds)

Published: Thu Oct 22 2020