For acquisition professionals seeking career advancement and clarity on program processes within the U.S. Army, the Human Capital Strategic Plan (HCSP) launched in 2016 provides a crucial framework. This plan outlines a comprehensive program process designed to support the acquisition professional career, ensuring a highly capable and ready Army Acquisition Workforce (AAW). Shaped by the Army’s focus on readiness and the acquisition executive’s emphasis on people, products, and processes, the HCSP, developed by the U.S. Army Director for Acquisition Career Management (DACM) Office, is vital for sustaining an AAW that equips Soldiers with superior equipment and services, both today and in the years ahead.
Facing the Challenges in Acquisition Workforce Development
The Army Acquisition Workforce (AAW) plays a pivotal role in national defense, comprising over 37,000 military and civilian professionals across diverse commands and career fields. The Army DACM Office is dedicated to supporting these acquisition professionals in their career journeys. However, this workforce faces significant challenges. Since 2014, global security threats have surged by 38%, while the AAW has shrunk by 18% since 2007. Adding to this pressure, a substantial portion of the workforce is nearing retirement age, with 20% currently eligible and an alarming 57% expected to be eligible within the next decade. These demographic shifts, combined with an increasingly complex security landscape, underscore the urgency for a robust strategic plan to maintain Army readiness and acquisition excellence.
U.S. Army acquisition professionals collaborating on strategic planning, emphasizing teamwork and diverse expertise in workforce development
The Genesis of the Human Capital Strategic Plan
Recognizing these pressing issues, the Human Capital Strategic Plan (HCSP) was conceived as a collaborative effort. Over a year, leaders from across the AAW, representing various commands, experience levels, and skill sets, came together to develop this crucial plan. The Army DACM Office initiated this process with an extensive environmental scan of workforce demographics, followed by interviews with senior leaders and three workshops. These workshops were designed to identify the strengths, weaknesses, opportunities, and threats facing the AAW. Participants from across the acquisition community provided invaluable feedback, ensuring the plan addressed the diverse needs and interests of the workforce. This inclusive approach led to the emergence of five core goals, all aimed at aligning human capital strategies with the assistant secretary of the Army for acquisition, logistics, and technology (ASA(ALT)) mission, effectively tackling the most critical human capital challenges.
The Five Main Goals of the 2016 HCSP Program Process
The HCSP is not just a document; it’s a comprehensive program process, detailed in a 65-page implementation plan that outlines key initiatives, responsible parties, milestones, and effectiveness measures for the next five years. This plan builds upon existing initiatives and introduces new ones to cultivate the next generation of leaders and advance the acquisition profession. The five goals are designed to systematically address the critical needs of the acquisition workforce.
Goal One: Strategic Workforce Planning for Acquisition Professionals
The first goal of the HCSP focuses on workforce planning, addressing the fundamental question of whether the Army possesses the right human capital to meet evolving global security challenges and technological advancements. This goal aims to define which Army positions should be classified as acquisition roles and how to effectively recruit top talent for the future AAW. Key initiatives under this goal include developing clear position guides to aid in identifying acquisition roles, streamlining the vacancy filling process, especially for critical skill positions, and establishing an integrated data management system across the Army acquisition community. Furthermore, it emphasizes creating a robust workforce planning and governance process with defined roles and responsibilities within an enterprise-level framework. This goal also promotes leveraging flexible hiring authorities to efficiently staff acquisition positions, ensuring the workforce is well-prepared for future demands.
Goal Two: Enhancing Professional Development for Acquisition Careers
Professional development is at the heart of the second HCSP goal. Governed by the Defense Acquisition Workforce Improvement Act (DAWIA), this goal emphasizes continuous learning and certification for acquisition professionals. DAWIA certification rests on three pillars: Defense Acquisition University training, formal education, and practical experience. Goal Two strategically focuses on each of these, particularly enhancing acquisition experience through innovative programs. Key initiatives include maximizing enterprise-wide training and education opportunities funded by the Defense Acquisition Workforce Development Fund to foster employee growth. It also promotes the use of Individual Development Plans to pinpoint training, mentorship, and learning opportunities and updating career development models across all acquisition career fields (ACFs). Competency assessments are also planned to enhance career development discussions between employees and supervisors, ensuring targeted professional growth.
Goal Three: Cultivating Leader Development within the Acquisition Program Process
Leader development is the specific focus of the third goal. It addresses how to identify and nurture AAW members with high leadership potential. The Senior Rater Potential Evaluation policy, initiated by Lt. Gen. Michael E. Williamson, Army DACM, is a key tool here, modeled after the Officer Evaluation Record to assess leadership potential among GS-12 to GS-15 acquisition professionals. This evaluation has become crucial in selection processes for key positions and developmental opportunities. Beyond identification, this goal emphasizes ongoing leadership development through various training, education, and experience programs offered by the Army DACM Office. It also aims to foster a leadership culture that values talent management and employee feedback. Initiatives include expanding central boards for key leader positions, promoting enterprise talent management programs, encouraging participation in the Army’s Civilian Education System, and increasing engagement in Army DACM Office professional development programs, ensuring a strong leadership pipeline.
Goal Four: Fostering Employee Engagement in Acquisition Professional Careers
Employee engagement takes center stage in the fourth HCSP goal. This goal seeks to embed AAW engagement as a fundamental business practice. Analysis revealed that many AAW members and supervisors may not fully recognize themselves as part of a larger, unified workforce. This goal aims to foster a stronger sense of community and purpose, improving employee-supervisor relationships. Key initiatives include developing standardized onboarding guidance for the AAW community and enhancing supervisor training to ensure leaders are well-equipped to support their teams. Promoting quality-of-life programs and increasing the use of employee incentives are also critical components, aimed at ensuring AAW members feel valued, recognized, and appreciated for their contributions.
Goal Five: Streamlining Communication and Collaboration in Acquisition Processes
The final goal emphasizes effective communication and collaboration. Given the diverse and geographically dispersed nature of the AAW, it’s crucial to ensure all stakeholders, both within and outside the acquisition community, understand the AAW mission and DAWIA mandates. This goal focuses on unifying the community through a governance process involving representatives from across the diverse AAW. It also aims to improve communication of AAW initiatives and build lasting relationships with customers, partners, and stakeholders. Key initiatives include conducting professional development visits to key commands and agencies, developing a governance process to integrate and prioritize human capital programs, and promoting the Army acquisition community as a platform for sharing best practices and achievements, fostering a cohesive and informed workforce.
Conclusion: Investing in the Future of Acquisition Professional Careers
The 2016 Human Capital Strategic Plan (HCSP) is more than just a plan; it is a strategic investment in the U.S. Army Acquisition Workforce. By focusing on people, processes, and professional growth, the HCSP directly supports the Army’s readiness priorities and the acquisition executive’s core philosophy. It establishes a lasting framework to sustain a high-caliber workforce entrusted with the critical mission of equipping Soldiers with the necessary tools to succeed in any environment. This commitment to nurturing and developing acquisition professional careers ensures the Army not only maintains its current capabilities but also builds the robust workforce needed for future challenges. For further details about the HCSP, please visit http://asc.army.mil/web/hcsp. Your feedback and insights are welcomed and can be sent to [email protected].
