Information on Army planned future state agile workforce to meet the ever-changing needs of the Army
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This publication addresses whether the conventional principle that the Table of Distribution and Allowances (TDA) is a one-size-fits-all tool to make human resource/human capital decisions based on the TDA’s methodology. Our research found that this is an unsupported and perhaps costly assumption that will not support, or enhance, the Army’s 2025 expressed goal, also known as Force 2025. The overarching goal of Force 2025 is the creation of a leaner force equal to, or more capable than, today’s forces. Our research focused on the second- and third-order effects that decisions made to use a TDA could potentially have on an organization and the organization’s ability to remain competitively relevant. This paper demonstrates why TDA is not the best, or even the preferred, method to make human capital decisions for research and development organizations that are primarily funded through the reimbursement mechanism. We believe these organizations focus on methodologies that make civilian workforces leaner and more efficient by using cross-knowledge transfers and a cross-utilization of resources and creating holistic synergies by the practice of working on multiple projects simultaneously. We believe our findings have broader applications to other reimbursable funded organizations; however, the extent and scope of our findings will be solely focused on the Army’s R&D organizations.
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