UNITED STATES ARMY SPECIAL OPERATIONS COMMAND PERFORMANCE MANAGEMENT PRACTICES
Helle, Jared T.
Tobin, Chad T.
Strawser, Bradley J.
Hawk, David L.
MetadataShow full item record
The U.S. Army considers people its competitive advantage; however, industrial-age personnel practices still factor into its performance management systems. Just as the Army cannot succeed in fighting future wars with yesterday’s technology, it cannot succeed using antiquated performance management practices in the information age and beyond. With this in mind, we used a mixed research methodology to answer the following question: How can USASOC’s performance management practices be adapted to improve performance and retention of special forces officers? First, we conducted a qualitative comparison of for-profit, nonprofit, and military organizations. Second, we performed quantitative analysis via a SOCOM–sponsored survey of special forces officers. Findings indicate that retention is an output of talent acquisition and talent management systems and is heavily influenced by organizational culture. Moreover, retention issues are symptoms of a larger problem that requires a holistic solution and modernization of performance management practices. We recommend that USASOC adopt a sociotechnical performance management system that incorporates a continuous 360 performance review process, data-driven methodology, and multi-dimensional evaluations to improve performance and retention. Finally, USASOC should extend time in key developmental positions and create specialized career tracks that enable depth of professional development.
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
Showing items related by title, author, creator and subject.
Faber, Matthew H. (Monterey, CA; Naval Postgraduate School, 2022-03);Performance evaluation, when executed properly, is one of the key aspects of talent management that not only enables organizations to accomplish their missions, but also promotes better performance, advancement, and retention ...
Cook, Brian S. (Monterey, California: Naval Postgraduate School, 2015-06);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 ...
Caudle, Sharon (Monterey, California. Naval Postgraduate SchoolCenter for Homeland Defense and Security, 2006-10-00);One national priority under the National Preparedness Goal is collaborative geographic regional approaches. This article identifies several basic practices intended to facilitate forming and sustaining a high-performance ...