What is Talent Management and how does the Army use it?

M A S T E R L E A D E R C O U R S E M431 Organizational Management

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Table of Contents

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1. Title Page

2. Table of Contents

3. Images: Arrival of Equipment

4. Publish and Process

5. Scope

6. ELO

7. Resource Management Components

8. Manpower Processes and Procedures

9. Soldier Readiness

10. Video: Talent Management

11. Project Management

12. Support Programs

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Answer the question in your journal.

How did the arrival of the equipment into the SPOD in Gorgas and then rail headed into Atropia affect your

unit as the Soldiers are arriving at the APOD in Remzi?

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Scope Army leaders often operate in a management capacity

separate from or in conjunction with leading, they plan,

coordinate, and execute programs required at the

organizational level. Programs are largely non-combat

oriented administrative endeavors. The senior

organizational leader generally empowers subordinates

to action the details of individual programs. During this

educational event, learning includes how to categorize

the components of resource management, control

work force processes, and assess unit needs, Soldiers

readiness standards and manage talents needs to

support Soldier’s personal and professional needs. Also

this lesson allows learners to plan resource and

manage programs by applying a management

approach to achieving organizational objectives

through efficient stewardship of Army resources.

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ELO

ELO 400-MLC-0430.05

Action: Categorize resource management components.

Condition: As a learner attending the MLC, using an organizational-level leadership perspective in notional tactical, operational and

strategic-level environments, given references, learning activities and classroom discussions.

Standard: Categorization includes:

1. Identifying the organizations, that provide financial resources; and

2. Identifying types of supplies and equipment needed to meet Army resource needs as observed in the practical exercise.

Learning Domain: Cognitive

Level of Learning: Analysis

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ELO Continued

ELO 400-MLC-0430.06

Action: Determine manpower processes and procedures.

Condition: As a learner attending the MLC, using an organizational-level leadership perspective in notional tactical, operational and

strategic-level environments, given references, learning activities and classroom discussions.

Standard: Determination includes:

1. Managing gains and losses with the strength manager, and

2. Addressing legal implications on manpower to meet a Soldier readiness problem.

Learning Domain: Cognitive

Level of Learning: Analysis

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ELO Continued

ELO 400-MLC-0430.07

Action: Verify Soldier readiness.

Condition: As a learner attending the MLC, using an organizational-level leadership perspective in notional tactical, operational and

strategic-level environments, given references, learning activities and classroom discussions.

Standard: Verification includes:

1. Defining Soldier readiness standards, and

2. Distinguishing between qualified and unqualified personnel to meet a Soldier readiness.

Learning Domain: Cognitive

Level of Learning: Analyze

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ELO Continued

ELO 400-MLC -0430.08

Action: Evaluate how the Army executes Talent Management.

Condition: As a learner attending the MLC, using an organizational-level leadership perspective in notional tactical, operational and

strategic-level environments, given references, learning activities and classroom discussions.

Standard: The evaluation will include:

1. Managing Soldiers based on their knowledge, skills, and abilities to support Army missions.

Learning Domain: Cognitive

Level of Learning: Analyze

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ELO Continued

ELO 400-MLC -0430.09

Action: Determine support programs to meet Soldier’s personal and professional requirements.

Condition: As a learner attending the MLC, using an organizational-level leadership perspective in notional tactical, operational and

strategic-level environments, given references, learning activities and classroom discussions.

Standard: The determination will include:

1. Identifying financial readiness programs, the Army Community Service, (ACS) program,

2. Identifying the Army Emergency Relief Program (AER), and

3. Identifying legal services to address Soldier issues.

Learning Domain: Cognitive

Level of Learning: Analyze

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ELO Continued

ELO 400-MLC-0430.10

Action: Explain Project Management.

Condition: As a learner attending the MLC, using an organizational-level leadership perspective in notional tactical, operational and

strategic-level environments, given references, learning activities and classroom discussions.

Standard: Explanation includes:

1. Fundamentals of project management,

2. Your units processes and their components, and

3. Planning and staffing procedures.

Learning Domain: Cognitive

Level of Learning: Analyze

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Answer the question in your journal.

What role do you play in resource management?

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Further Analysis

Because the Army has a large and complex set of missions to execute and a limited set of resources with which to accomplish its

missions and supporting tasks, the necessity to maximize the spending power of every dollar that Congress appropriates to the Army

becomes paramount. Further, because the Army is vested with the public’s trust and confidence for defending the Nation, all Army

leaders have an incumbent responsibility to exercise effective and responsible stewardship for all the resources that have been

entrusted to them. As such, responsible, effective, and efficient RM is an integral part of all Army leaders’ duties and functions and is

essential for maintaining the Army’s readiness to accomplish its assigned missions. It involves the application of programming,

budgeting, accounting, reporting, analysis, and evaluation.

Ref: How the Army Runs (HTAR) CH 9, para 9-2

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Resource Management Components

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Further Analysis

Answer the question in your journal before selecting further analysis button.

What classes of supplies do you think would become an issue during a unit deployment?

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Further Analysis

Your answer might include the following: transportation, different classes of supply, field feeedings just to name a few which is

located in HTAR 2017-2018, Pg. (s) 11-2 thru 11-4

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Classes of Supply

Management doesn’t just involve time, it also includes resources. The supply classes are the ten categories into which supplies are

grouped in order to facilitate supply management and planning.

A Command Supply Discipline Program (CSDP) can assist in recognizing both superior and inferior performance regarding supply

discipline. When administered properly, a CSDP can identify logistical problems and allows for timely corrective action.

The CSDP helps standardize supply discipline and ensures compliance with the Department of the Army (DA) supply policy and procedures.

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Manpower Processes and Procedures

Enlisted Distribution and Assignment System (EDAS)

Participation Management and Reporting Subsystem (PMARS)

Flags

Bar of continuous service

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Further Analysis

Answer the question in your journal before selecting further analysis button.

What is the function of EDAS?

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Further Analysis

The Enlisted Distribution and Assignment System (EDAS) is a real time, interactive automated system that supports the management

of the enlisted force.

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PMARS

Participation Management and Reporting Subsystem (PMARS) is designed for use by leaders, managers, and auditors that have

functional responsibilities for financial and pay oversight, personnel and human resources management, retention, and training.

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Soldier Readiness

Soldier Readiness Program (SRP)

Army Combat Fitness Test (ACFT)

Digital Training Management System (DTMS)

Medical Protection System (MEDPROS)

Army Career Tracker (ACT)

Supervisor Development Course

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Answer the question in your journal.

How do all these things prepare an organization for deployment?

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Soldier Readiness

SRP

Maintaining individual readiness for deployment is the basic concept of the SRP; therefore, Active Army Soldiers, ARNG Soldiers in

units, and Army Reserve Soldiers in troop program units will undergo an annual SRP.

ACFT

In Phase 3 (FOC), starting 01 October 2020, the Army adopts ACFT as Army test of record IAW HQDA EXORD 219-18. Ref: CALL No 18-

37, September 2018

PRT

Physical readiness is the ability to meet the physical demands of any combat or duty position, accomplish the mission, and continue

to fight and win.

DTMS

Commanders use DTMS to continuously assess unit performance, whether during training or actual operations, to identify reasons

for performance success and shortfalls. Performance shortfalls caused by a lack of skill or knowledge are addressed by training.

MEDPROS

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It is a powerful tool allowing the chain of command to determine the medical and dental readiness of individuals, units, and task

forces.

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Further Analysis

Answer the question in your journal before selecting further analysis button.

What is the ACT and how can it assist you in developing and managing your career?

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Further Analysis

The ACT is a career management system that consolidates training, education, and assignment source data systems into a well-

designed portal. The ACT will enable Enlisted Soldiers, Officers, and Army Civilians the opportunity to manage their career using a

single system aggregating all of their career management information. The ACT will provide Army personnel with the ability to more

effectively manage their training and development efforts by extracting respective data elements from existing Army systems and

organizing them into ACT.

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Supervisor Development Course

The Supervisor Development Course is a web-based course with lessons that focus on supervising Civilian employees. The course provides

supervisors with knowledge necessary to successfully manage work processes and lead in the Army Environment.

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Further Analysis

Answer the question in your journal before selecting further analysis button.

What is talent?

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Further Analysis

Talent is defined as the unique intersection of skills, knowledge, behaviors, and preferences inherent in every Soldier.

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Talent Management

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Talent Management Continued

1. Acquire: The Army recruiter conducts interviews, counsel potential recruits, and determine whether potential recruits are

qualified for the U.S. Army.

Skills: Is the ability to apply knowledge to a task. Some examples are computer programing, creative writing, and strategic

thinking.

2. Develop: The platoon sergeant prepares Soldiers for parades, and ceremonies. He or she trains Soldiers for deployment

exercises, physical training, weapon qualifications, and operations.

Knowledge: Facts, information, and skills acquired by person through experience, education, or training. Some examples

are Arabic language proficiency; JavaScript certification; and pilot certification.

3. Employ: Senior NCOs will select the best talented Soldier to perform a specific job that he or she is qualified for and enjoy

performing.

Behaviors: The way one acts or conducts oneself, especially towards others. Some examples are decisionmaking under

pressure; critical thinking; and team player. Some Soldiers may have a special preference, interests, career ambitions, and

personal goals in life that they would like to achieve while in the Army.

4. Retain: The retention NCO coordinates all reenlistment, extension, and reserve component (RC) affiliation actions and

ceremonies through the regular Army (RA) or RC career counselor. They also contact and counsel Soldiers recommended for

reenlistment, extension, and to give professional guidance for retention of the Soldiers.

Preferences: A Soldier’s interest or liking of a specific military occupational specialty (MOS) over another MOS.

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Answer the question in your journal.

Describe, Explain, and Provide an Example of “Talent Management”?

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Further Analysis

Talent management is a deliberate and coordinated process that aligns systematic planning for the right number and type of people

to meet current and future Army talent demands with integrated implementation to ensure the majority of those people are optimally

employed. It extracts the most productivity and value from an organization’s greatest asset, its Soldiers. Army talent management

integrates people acquisition, development, employment and retention strategies. It begins with entry-level Soldiers and aligns their

talents against the demand for them during their entire careers.

Soldiers life experience, to include investments they’ve made in themselves, personal and familial relationships (networks),

ethnographic and demographic background, preferences, hobbies, travel, personality, learning style, education, and a myriad number

of other factors better suit them to some development or employment opportunities than other.

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Talent Management Principles

Incentivizing The Army Ethos:

A trusted and open system for managing Army talent will incentivize a culture of development, strength, and service.

Sustains Long-Term Readiness: Talent Management delivers readiness for this fight while preparing for the next.

Managing People As Individuals: Talent Management recognizes that everyone has talent strengths, and great organizations

maximize individual talents to meet organizational needs by placing the right person in the right job at the right time over time.

Better Data leads to Informed Decisions: Talent Management strives to give people and organizations more relevant information

to drive better decisions.

Empowers Leaders & Individuals: Talent Management allows individuals to define career success for themselves, advertise their

talents, seek opportunities in line with those talents, and employed by leaders with direct hiring authority and understanding their

team’s specific needs.

Tech-Enable, People Focused: Technology is a compliment to, but not a substitute for, the human dimension of talent.

Influences Behavior: Talent Management uses markets and incentives to drive behavior.

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Talent Management Principles Continued

Fosters a Culture of Assessments: Talent Management promotes organizational, leader, and self-awareness through rigorous

assessments of individuals and teams.

Builds Trust: Talent Management builds trust over time through consistency, transparency, balancing individual and family need

with the needs of the Army and honoring commitments made through the management process.

Retain Talent: Talent Management reveals granular information about people leading to better and more focused retention

decisions of high demand talent.

Personal Accountability: Talent Management requires every officer to take ownership of their own personal and career decisions.

Flexibility: Talent Management builds flexibility into our career models to better accommodate personal and professional choices to

apply to the needs of the Army.

Enhances Organizational Agility: Talent Management Army promotes increased organizational agility and innovative out-of-the-

box thinking in response to new challenges and opportunities.

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Talent Management Continued

Development consists of all activities required to optimize the assessment based development of all Army Professionals so that their

unique talents may be employed to meet future Army needs for the mutual benefit of the individual and the institution.

Talent Management is a way to enhance Army readiness by maximizing the potential of the Army’s greatest asset – our people. By

better understanding the talent of our workforce and the talent needed by unit requirements, the Army can more effectively acquire,

develop, employ, and retain the right talent at the right time. In Army talent management, “best” equals best fit for the work at

hand.

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Answer the question in your journal.

Explain how you as a leader perform talent management in your unit using the talent management principles.

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Answer the question in your journal.

When leaders assess their Soldiers what is the purpose?

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Talent Management Continued

Non-commissioned Officers (NCO), corporal thru sergeant major are responsible for assessing Soldiers. This might take place on a

DA Form 4856 Developmental Counseling Form or through the NCO evaluation system. Assessments are crucial to talent

management at the lowest level. NCOs must honestly assess their Soldiers and NCOs. When their performance is poor and they

demonstrate a lack of potential, NCOs must honestly quantify this information during their assessments.

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Answer the question in your journal.

How are Soldier assessments used in the talent management process?

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Talent Management Continued

Human Resource Center (HRC) uses Soldier assessments to determine qualification for nominative assignments, drill sergeant,

recruiter, and warrant officer. Failure to properly assess those who exceed standards from those who did not, results in promotion

boards selecting unqualified Soldiers to fill those positions. Once these leaders are trained and receive their assignments they report

to their new units.

At their units, it becomes the responsibility of the sergeants major and senior NCOs to review records and determine where the

leader can best serve the organization. Now the talent pool is effectively tainted because leaders at the lowest level failed to

accurately record the performance of their Soldiers. Poorly conducted assessments will result in the talent pool being tainted

because leaders at the lowest level failed to accurately record the performance of their Soldiers. If used correctly assessments can

be a great tool used in the Talent Management process

Talent Management is an Investment. Talent management is not free, but it should be viewed as an investment rather than a cost.

The organizational leadership must continuously assess the relevant economies of scale and return on investment (ROI) for the

various aspects of the talent management system.

Talent Management is how the Army ACQUIRES, DEVELOPS, EMPLOYS, and RETAINS its greatest asset our people to enhance

readiness by maximizing human potential.

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Project Management

Project Goals

Specific

Measurable

Achievable

Realistic

Time-Based

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Further Analysis

Answer the question in your journal before selecting further analysis button.

What is “Project Management”?

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Further Analysis

Project management focuses on planning and organizing a project and its resources. Running a range, attending events, conducting

operations or missions, or deploying, that these are examples of “projects”.

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Project Management Continued

Some examples of projects are running a range, attending events, conducting operations or missions, and deployments

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Answer the question in your journal.

What “projects” were associated with the deployment to Atropia?

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Project Management Continued

Project Management Basics

Army leaders use Timeline, Process, and Resources, as opposed to industry standards using: Quality, Cost, and Schedule.

Project management includes identifying and managing the lifecycle to be used, applying it to the user-centered design process,

formulating the project team, and efficiently guiding the team through all phases until project completion.

Value of Project Management

Through proper project management, you can assure that the purpose/vision and goals of the project are maintained, all while

supporting the audiences’ tasks and objectives. Additionally, you avoid risks and effectively and efficiently use your available

resources. It also helps the team members to understand their responsibilities, the deliverables expected, and the schedule everyone

needs to follow to complete the project on time and within budget.

Building a Team and Encouraging Communication

Depending on your project needs, the size of your team and the roles needed may vary. Keep in mind that members on your team

may fulfill one role or may fulfill many.

Regardless of the size of the team, it’s important to identify how the team will communicate and collaborate with one another. This

includes discussing upfront:

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Planned/ regular meetings

How formal they will be

Whether meetings will be held in-person, virtually, or both

How the team will share and collaborate on documents

Where documents will be stored and how they will be version controlled

Workflow for decisions and approval

Project Plan (SOP/TTP)

When defining your project, it is important to come up with a project plan that the team agrees to upfront so that it can serve as a

reference point throughout the project. Make sure when outlining your plan, that throughout it you note how you plan to include

user-centered design best practices and methodologies. Most project plans outline:

Objectives

Scope, which correlates to the requirements

Resources, including technology, budget, and team roles and responsibilities

Schedule

Assumptions

Dependencies

Risk assessment and management plan

Change control plan

Successful teams understand upfront that things happen and that they’ll need to adapt. The project plan establishes the baseline for

how you assume the project will happen and then provides information about the process for taking changes into account, should

they arise.

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Creating a Schedule (Timeline)

Schedules are an important part of project management because they help you measure your progress as the project moves along.

They also help to outline how each team member’s part fits into the overall picture and demonstrate the dependencies.

Schedules reflect the life cycle broken down into specific deliverables and touch points. It defines what needs to be done and who is

the point of contact responsible for the work.

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Support Programs

Family Readiness Group

Military One Source

Family Advocacy Program

Army Emergency Relief

Military Legal Assistance

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Support Programs Continued

The Family Readiness Group (FRG), formerly known as the Family Support Group (FSG), is a concept that had early roots among Army

families, who banded together during war or tours overseas or other isolated locations, to provide information, moral support, and social

outlets to their members.

A National Guard and reserve member (including members of the Individual Ready Reserve), regardless of their activation status are eligible

for benefits from their FRG.

An immediate family member of a National Guard and reserve survivors may also be eligible for limited benefits if you’re:

Someone who has legal responsibility for a service member’s child during deployment or separation from the family, and you’re

requesting services that directly benefit the child.

A retired or separating service member, and it’s been less than six months since your end of tour of service, retirement date or

discharge date.

An extended family member seeking assistance on behalf of a service member.

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Answer the question in your journal.

How would you incorporate the support programs in preparing for and sustaining the deployment to Atropia?

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Answer the question in your journal.

What processes do you need to manage for the deployment to Atropia?

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End of Presentation