Getting it right: revamping Army talent management

Abstract

U.S. Army officers face countless opportunity costs, especially at the mid-grade level, when deciding to stay in the Army past the ten-year mark of service. The scarcity of skilled labor in today’s economy makes it important that organizations, especially the Army, retain their human capital investment. This thesis suggests techniques to acquire, manage, and retain talent to ensure that the Army’s officer talent pool is not depleted. Some of the best corporate talent management practices are examined as an example for the Army to emulate. The thesis reinforces these proven techniques by examining corporate case studies, including General Electric and its leadership development, Sambian and its engagement, American Express and its use of talent profiles, and Facebook and its recruitment and retention practices. The thesis then examines current Army initiatives for future accession, development, retention, and employment of officer talent. The thesis concludes with recommendations for Army talent management to include an officer talent profile system that would increase officer engagement and hold leadership accountable for the retention of its officers.