Talent Management - Army Logistics University
THE ARMY’S OFFICIAL PROFESSIONAL BULLETIN ON SUSTAINMENTJANUARY–FEBRUARY veloping World-ClassSustainment ProfessionalsInsideIdentifying the Talent in TalentManagementMaximizing the Army’s LogisticsTalentNew Talent Management ProgramWill Significantly Change the Army:An Interview with Lt. Gen. James McConvillePB 700–17–01 Headquarters, Department of the Army Approved for public release; distribution is unlimited.
TABLE OF CONTENTSON THECOVERTHE ARMY’S OFFICIAL PROFESSIONAL BULLETIN ON SUSTAINMENTJANUARY–FEBRUARY 2017WWW.ARMY.MIL/ARMYSUSTAINMENTAMC COMMANDER2 Identifying the Talent in Talent ManagementThe Army’s new talent management program will match Soldiers to jobsand missions that align with their preferences, skills, and experiences.By Gen. Gustave “Gus” PernaARMY G-4TalentManagementDeveloping World-ClassSustainment ProfessionalsInsideIdentifying the Talent in TalentManagementMaximizing the Army’s LogisticsTalentNew Talent Management ProgramWill Significantly Change the Army:An Interview with Lt. Gen. James McConvillePB 700–17–01 Headquarters, Department of the Army Approved for public release; distribution is unlimited.Twelve contestants competedat the California Army National Guard’s Best WarriorCompetition at Camp SanLuis Obispo, California,Nov. 1-5, 2016. The annualevent determines the California National Guard’s Soldierand noncommissioned officerof the year. (Photo by StaffSgt. Eddie Siguenza)4 Maximizing the Army’s Logistics TalentThe Army deputy chief of staff, G-4, shares his lessons learned abouttalent management as the Army begins using a new talent managementprogram.By Lt. Gen. Aundre F. PiggeeFOCUS6 Talent Management: Developing World-Class SustainmentProfessionalsTalent management is paramount to maintaining Army readiness, whichcan be achieved only through leader engagement at every level.By Maj. Gen. Darrell K. Williams and Capt. Austin L. FranklinFEATURES21 New Talent Management Program Will Significantly Change the Army:An Interview with Lt. Gen. James McConvilleThe Army deputy chief of staff, G-1, explains a new program that theArmy will use to identify, define, and manage the talents of Soldiersacross the active and reserve components, fundamentally changing theway the Army operates.By Arpi Dilanian and Taiwo AkiwowoDEPARTMENTS“I truly believe managing talent isevery leader’s primary business.It is part of the Army’s charter totake care of and provide worldclass leadership for our daughters and sons, whose characterand commitment led them toLt. Gen. Gustave “Gus” Perna,serve ourReadinessgreat nation.”DeploymentDrivesMission Readiness ForGlobalp. 2Lt. Gen.Requirements,Aundre F. Piggee,Maximizing the Army’sLogistics Talent, p. 4COMMENTARY11 Advise and Assist Logistics: In Search of WisdomBy Christopher R. Paparone, Ph.D., and George L. Topic Jr.12 The Effects of the Army 2020 Bulk Fuel Design on Decisive ActionBy Maj. Paul W. Smith16 Putting Movement Control Back Into Movement and ManeuverBy Stacey L. LeeFEATURES24 Talent Management: Right Officer, Right Place, Right TimeBy Lt. Col. Kent M. MacGregor and Maj. Charles L. Montgomery30 A Multidimensional Approach to Leader and OrganizationalDevelopmentBy Brig. Gen. Christopher J. Sharpsten34 Joint Special Operations Forces Logistics Talent ManagementBy Col. Steven L. Allen and Lt. Col. Dan Heape
Write for Army SustainmentUpcoming Themes DeadlinesReadiness: May–June 2017Joint Logistics: July–August 20171 February 20171 April 2017See page 19 for submission requirements.FEATURES, continued38 Improving Readiness by Developing Leaders and Using Their TalentsBy Frank Wenzel42 Operational Talent Management: The Perfect Combination of Artand ScienceBy 1st Lt. Shelby L. Phillips45 A Talent Management Program for NCOsBy Command Sgt. Maj. Jacinto Garza48 Retired Gen. Johnnie Wilson Discusses Talent ManagementBy Arpi Dilanian and Taiwo Akiwowo52 Joint Logistics and the Future of Global ConflictBy Lt. Col. Douglas R. Burke and 1st Lt. Matthew A. GaumerApplying Mission Command to Overcome ChallengesBy Col. Douglas M. McBride Jr. and Reginald L. Snell, Ph.D.61 Building Logistics Readiness and AlliancesBy 1st Lt. Evan T. Kowalski64MembersLt. Gen. Aundre F. PiggeeDeputy Chief of Staff, G-4Department of the ArmyLt. Gen. Michael E. WilliamsonPrincipal Military Deputyto the Assistant Secretary of the ArmyAcquisition, Logistics, and TechnologyLt. Gen. Larry D. WycheDeputy Commanding GeneralArmy Materiel CommandLt. Gen. Karen E. DysonMilitary Deputy for Budget to theAssistant Secretary of the ArmyFinancial Management and ComptrollerLt. Gen. Nadja Y. WestThe Army Surgeon GeneralEx Off icioBrig. Gen. Rodney D. FoggThe Quartermaster GeneralCol. David WilsonChief of OrdnanceOPERATIONS57ChairmanMaj. Gen. Darrell K. WilliamsCommanderCombined Arms Support CommandSetting Conditions to Achieve Effects for Sustainment OperationsBy Maj. Peter C. BakkeBrig. Gen. Jeffrey W. DrushalChief of TransportationCol. Richard J. Nieberding Jr.CommanderArmy Soldier Support InstituteBrig. Gen. Paul H. PardewCommanding GeneralArmy Expeditionary Contracting CommandMaj. Gen. Barbara R. HolcombCommanding GeneralArmy Medical Research and Materiel CommandARMY LOGISTICS UNIVERSITYMichael K. WilliamsPresidentDavid J. RohrerCivilian DeputyTOOLS68 Managing the Health of the Force: A Primer for Company LeadersBy Capt. Robert Klein, Capt. Josi Hall, and Capt. William GreenwoodPB 700–17–01VOLUME 49, ISSUE 1JANUARY-FEBRUARY 2017Army Sustainment (ISSN 2153–5973) is a bimonthly professional bulletin published by the Army Logistics University,2401 Quarters Road, Fort Lee, Virginia 23801-1705. Periodicals postage is paid at Petersburg, VA 23804–9998, and atadditional mailing offices.Mission: Army Sustainment is the Department of theArmy’s official professional bulletin on sustainment. Its mission is to publish timely, authoritative information on Armyand Defense sustainment plans, programs, policies, operations, procedures, and doctrine for the benefit of all sustainment personnel. Its purpose is to provide a forum for theexchange of information and expression of original, creative,innovative thought on sustainment functions.Disclaimer: Articles express opinions of authors, notthe Department of Defense or any of its agencies, and do notPHONE: (804) 765–4755 (DSN EBSITE: WWW.ARMY.MIL/ARMYSUSTAINMENTchange or supersede official Army publications. The masculine pronoun may refer to either gender.Reprints: Articles may be reprinted with credit to ArmySustainment and the author(s), except when copyright isindicated.Distribution: Units may obtain copies through the initial distribution system (DA Form 12 series). Private domestic subscriptions at 30.00 per year and international subscriptions at 42.00 per year are available by visiting http://bookstore.gpo.gov on the Web. Subscribers should submitaddress changes directly to Army Sustainment (see addressbelow). Army Sustainment also is available at http://www.army.mil/armysustainment.Postmaster: Send address changes to:EDITOR ARMY SUSTAINMENT/ALU/2401QUARTERS RD/FT LEE VA 23801–1705.Col. Thomas J. RogersCommandant/Military DeputySTAFFFred W. Baker III, EditorKari J. Chenault, Associate EditorJulianne E. Cochran, Assistant EditorRoger RyDell Daniels, Assistant EditorVacant, Visual Information SpecialistLouanne E. Birkner, Administrative AssistantMARK A. MILLEYGeneral, United States ArmyChief of StaffGERALD B. O’KEEFEAdministrative Assistant to the Secretary of the Army1700607
AMC COMMANDERIdentifying the Talent in TalentManagement By Gen. Gustave “Gus” PernaBefore I left the Pentagon thisfall to become the Army Materiel Command’s commanding general, I asked my colleague incharge of Army personnel policies,Lt. Gen. James C. McConville, tohelp me explain the Army’s new talent management program in this issue of Army Sustainment.In my 33 years in the Army, Soldiers have basically been defined onlyby rank and military occupationalspecialty. But thanks to Lt. Gen. McConville’s farsighted work, the waywe manage talent will fundamentallychange.A New Personnel SystemThe Army’s new talentmanagement programwill match Soldiers tojobs and missions thatalign with their preferences, skills, andexperiences.2January–February 2017For the first time, the Army willhave an integrated personnel andpay system for active Army, ArmyReserve, and Army National Guardmembers. The system will includea database containing informationabout Soldiers’ job preferences, backgrounds, skills, and proficiencies.This system will be useful formatching Soldiers to particular missions. For example, if we find ourselves on a humanitarian mission ina South American country, we couldtap into the new system to find Soldiers with appropriate language skillsor other special knowledge of theregion.Think of the system as a GlobalCombat Support System–Army forpersonnel. Just as that system is giving sustainers unprecedented visibility over equipment and supplies, thisnew system provides visibility of ourtalent.You will no longer simply be Sgt.Smith in charge of a supply room.Now we know all of the special skillsand attributes that you have, as wellas your professional desires, so we canArmy Sustainmentfind you the best fit. As Lt. Gen. McConville has pointed out to me, if wehad a system like this in place in the1960s when Jimi Hendrix enteredthe Army, we would have put thegreatest guitarist ever in the band,not jump school.There will be some growing painsas we get the right people and putthem in the right spots. But this willmake a million-person Army moreagile and flexible; most importantly,it will increase readiness.The new system will only work ifleaders take ownership. We cannottreat this nonchalantly, as if it is justanother survey the Army wants us tofill out.In the pages of this issue, two leadersI greatly admire, retired Gen. JohnnieE. Wilson, whom I once worked for,and Lt. Gen. Aundre F. Piggee, whosucceeded me as the Army G-4, offerinsights into the management aspectof talent management. They providetools and blueprints for how to maximize the benefits of a good talentmanagement system.Five Points About TalentI want to focus my comments ontalent. The Army is a people business.I always use five points when I talk toSoldiers about talent.Be the very best. When you go towar, you want the best people aroundyou and you have to be at your best.You cannot be average, just “phoneit in,” and get promoted; it will nothappen. The way all of those beforeus were successful was by being thevery best.One hundred percent of the peopleneed to do 100 percent of the work. Intoday’s environment (a smaller Armywith more demands and deploymentslooming), everyone needs to be ready.
That includes the total force—active,reserve, and civilian. Within theArmy, I see unlimited talent and energy in our personnel, but everyonehas to contribute. Wars are won bynations, not one individual, one unit,one group, or one service.Focus your efforts on what is important. What is important rightnow is building readiness, building afuture Army, and taking care of ourSoldiers, civilians, and families. Ifyou are working on something thatis not focused on the Army’s priorities, re-evaluate what you are doing.Hold yourself accountable. In 2003,when I got a phone call saying thatwe were going to war and I was toload my unit’s equipment on a train,no one first asked, “Is your equipment ready to go?” It was my job tomake sure it was ready. I held myselfand my unit accountable. If you geta call saying that you are being de-ployed tomorrow, ask yourself if youare physically and mentally fit. Doyou have the discipline needed to gonow? Are your Soldiers and equipment ready?Be competent, be committed, andbe strong in character. Competence,commitment, and strength of character are responsibilities we have toourselves, our families, our units, ourSoldiers, our Army, and most importantly, our country.Since I became the commanderof the Army Materiel Command,many people have asked me if I planto continue contributing to ArmySustainment magazine. I cannot always drop into your supply room,but I want to keep sharing my ideaswith the talented men and womenof our sustainment community.So yes, I will keep writing, and Icharge each of you to keep sharing,discussing, and even challenging theideas presented in this great professional bulletin.One final thought: the Army G4,the CASCOM commander and I areworking on a plan that will combinethe efforts put into Army Sustainmentmagazine with those of the teamthat produces AMC Today. This willcreate the magazine of choice forArmy logisticians and a key professional development forum for ourSoldiers and our civilian workforce,as I believe it is very important forthe logistics community to havea venue to discuss and debate theideas and developments that willform the backbone of our futureforce.Gen. Gustave “Gus” Perna is thecommander of the Army Materiel Command at Redstone Arsenal, Alabama.A Soldier with the 122nd Aviation Support Battalion, 82nd Combat Aviation Brigade, conducts a maintenance check on aUH-60 Black Hawk helicopter at Fort Bragg, North Carolina. (Photo by Sgt. Steven Galimore)Army SustainmentJanuary–February 20173
ARMY G-4Maximizing the Army’s Logistics Talent By Lt. Gen. Aundre F. PiggeePThe Army deputy chiefof staff, G-4, shares hislessons learned abouttalent management asthe Army begins using anew talent managementprogram.4January–February 2017lanning the editorial contentof Army Sustainment is a littlelike mentoring. The Army G-4selects topics in order to send a clearmessage to every sustainer that thisis what we need to focus on. In upcoming issues this year, we will tackle how the Army sustainment teamcan train, build readiness, and bestsupport the Army in 2017. But first,there is no better way to start theyear than with this issue’s emphasison talent management.The Army’s new talent management program is designed to improvehow the Army matches Soldiers’knowledge and skills with emergingrequirements. This effort could notcome soon enough, as demands forthe Army to support global contingency operations continue to grow.The Army has never faced a morediverse array of challenges than itdoes today—from where it will fightfuture wars to how it will fight themand what enemy it will face. In theheadlines every day, we see continuedinstability in the Middle East, withmassive numbers of refugees leavingand the consequences of that migration around the world. We see challenges in Europe caused by Russia’saggression. In the Pacific, we see China’s increased capabilities and NorthKorea’s continued instability.We face technological challenges aswell. Rivals may not have greater capabilities than ours, but they are developing comparable ones. Our pastdominance of land, air, sea, space, andcyberspace are all at risk.How do we ensure the Army’sgreatest resource, talent, is not at risk,too? The Army has to do its part; thistalent management program is a positive step. Soldiers must do their partby being fit, trained, and ready forduty. Leaders must also do their partby coaching, teaching, and mentoring.Army SustainmentOpportunities abound in the Army,and we have to keep asking, “How canwe ensure our Soldiers are taking advantage of these opportunities so theycan be their very best?”Many of my ideas on managing talent are not my own. They come fromobserving senior leaders and beingencouraged by mentors to take different routes than I originally plannedduring my career. I tried what theysuggested, and it has worked for me.In the spirit of sharing, here is whatI have learned about managing talent.Use Knowledge to MentorFirst, understand all the Army’s programs, assignment processes, policies,and systems so that you can effectivelycounsel and mentor. You cannot mentor unless you have a solid baseline ofknowledge. That knowledge affectswhat you can do for your Soldiers andwhat you can teach them.You are always a mentor in somecapacity, if not by your words, thenby your example. Your Soldiers arepaying attention to you and will learnfrom you—both the good and the bad.Make sure you engage in honestand fair counseling routinely—notjust when appraisals are due. You needto have the hard conversations aboutperformance and potential, whichmight be difficult for you and yourSoldiers. This issue’s hip-pocket guideprovides a checklist with tips for improving counseling at all levels. Studyit. Add it to your notebook. Refer to itoften. Share it with your peers.Embrace DiscomfortSecond, sometimes people want toremain in jobs where they feel comfortable and perform familiar roles. Butas leaders you need to know your Soldiers’ strengths and capitalize on thosestrengths by placing them in new jobswhere they may be uncomfortable. This
A U.S. ARMYLOGISTICS, G-4PRODUCTHIP-POCKET GUIDEGUIDED DISCUSSION CHECKLIST - TIPS FOR SUSTAINMENT LEADER DEVELOPMENTTips For Logistics NCOsMission CommandBuild cohesive teams throughmutual trustWarrant Officers TopicsWOAC POI All Branches100% technical proficiencyTroop LeadingProceduresHow to transition from squadto platoon leadershipMDMP Projects / SupportOperationsEstablish credibility as a staffofficer and SMEOperational EnvironmentExample of the complexity ofenvironments in which theleader has operatedBest Practices for Individual /Collective Trainingand Self-DevelopmentMaintaining MOS proficiencythrough self-developmentIndividual and groupcounseling sessionsMilitary justice / On-line ConductArmy profession and ethicsThinking Critically andCreativelySeparation between leader and led/recommended professional readingsJoint OperationsRole in Army Operating ConceptEthical Climate,Decision-MakingPersonal conflict, ethical dilemmasRCWO BriefingsWO 2025 StrategyBranch Proponent BriefingBroadening assignments /opportunitiesDean’s WOPD All BranchesProvide effective mentorship andleadership promotion trends /selection board preparationCultural Awareness / SHARPBest practices and strategies to buildcohesion, develop and maintaintalent, and professional characterLeader DevelopmentMilitary ProfessionalismSustaining a climate of trustEffective WritingCounseling / NCOER /Support FormResiliencyHandling life challenges; work-lifebalance for leader and SoldiersCareer ProgressionBroadening assignmentsMilitary / Branch HistorySteward of the Army ProfessionBCT Capabilities andLimitationsMission CommandKnowledge ManagementArt of CommandTroop Leading ProceduresOperational EnvironmentCulture of the BCT and how to succeed;Importance of being physically fitEstablish mutual trustHow KM can be used to self-developRoutine, informal sessions with teamsHow to step up from LT-levelExamples of complex environmentsTalent Management Hip Pocket Guide.indd 2Mid-Grade Officer TopicsLeader DevelopmentEthical Climate, Decision-MakingMilitary ProfessionalismEffective WritingMedia EngagementsDesigning LD programs for officersPersonal ethical dilemmasWhat to do after command;Promoting character developmentin your unitReview of AR 25-50PAO Talking Points, Rehearsals, AARsJunior Officer TopicsTroop Leading ProceduresHow to command respectfrom your platoonOperational EnvironmentExamples of the complexity ofenvironments in which theleader has operatedThinking Critically and CreativelyProblem-solving, which is especiallyimportant when you have limited resourcesEthics / Army ProfessionPersonal ethical dilemmasMilitary ProfessionalismPromoting character developmentin your unitMilitary WritingWritten communication is the primarymeans for passing Operations Orders.Effective writing makes sure those ordersare clear and concise.Lead, Influence, CounselPresence: self-confidence, assertivenessResiliencyHandling personal life challenges as aplatoon leader; work-life balance for youand your platoonProperty AccountabilitySigning for millions of dollars worth ofequipment; how to adjudicate lossesCommander ProgramsSHARP / EO, ASAP, Uni
By Frank Wenzel 42 Operational Talent Management: The Perfect Combination of Art and Science By 1st Lt. Shelby L. Phillips 45 A Talent Management Program for NCOs By Command Sgt. Maj. Jacinto Garza 48 Retired Gen. Johnnie Wilson Discusses Talent Management By Arpi Dilanian and Taiwo Aki
The Army Strategic Logistics Plan (ASLP) is the Army Logistics community's strategy to achieve the DCSLOG's Logistics Vision—the Revolution in Military Logistics (RML). The ASLP will achieve the goals of that vision by transforming Army logistics from a system based predominately on redundancy of mass, to one
The Army Strategic Logistics Plan (ASLP) is the Army Logistics community's strategy to achieve the DCSLOG's Logistics Vision—the Revolution in Military Logistics (RML). The ASLP will achieve the goals of that vision by transforming Army logistics from a system based predominately on redundancy of mass, to one
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Army Materiel Command (AMC) http://www.amc.army.mil/ AMCOM -Redstone Arsenal http://www.redstone.army.mil/ Association of the US Army (AUSA) http://www.ausa.org/ Army Center for Military History http://www.army.mil/cmh-pg/ Army Training Support Ctr http://www.atsc.army.mil/ CECOM http://www.monmouth.army.mil
and improve logistics management by using the Global Combat Support System-Army (GCSS-Army), a single, web-based system that consolidates and replaces several older, standalone information management systems for logistics. 1. Logistics is an essential function underpinning U.S. military power. 2. The Army uses GCSS-Army to track
The current state of knowledge about Talent Management 1 1a. The Context: Short history, speedy growth but absence of knowledge 1 1b. Why has management of talent become so important? 1 1c. Talent Management in the NHS 1 1d. Talent Management in recession or times of retrenchment 2 1e. What is Talent Management? 2 1f.
TALENT MANAGEMENT VI 7 Talent management practices applied BY talented people 157 1 Talent at the heart of human capital 159 2 The pivotal talents that underlie strategy 161 3 Key decisions in talent management 163 4 The next stages: stars and black holes 167 1 Should we tell people that they are talented? 168 2 The forgotten face of talent 169 3 Talented people as team players 170
Explain the concept of logistics management. Recall the principles of logistics management. Explain the concept of supply chain management. Describe the link or interaction within the elements of logistics management (process of logistics management). Demonstrates idea how to apply the elements of logistics
