Accession Number:

ADA549319

Title:

An Assessment of Talent Management Practices Targeting GS-12/13 Level Members of the Army Acquisition Corps Workforce

Descriptive Note:

Research rept.

Corporate Author:

DEFENSE ACQUISITION UNIV ABERDEEN PROVING GROUND MD

Personal Author(s):

Report Date:

2010-05-01

Pagination or Media Count:

63.0

Abstract:

Knowledge work is the centerpiece of the Army Acquisition Corps AAC workforce. The increase of knowledge work in the private sector, economic globalization, government insourcing initiatives, and generational culture shifts have created intense competition in recruitment and retention of our nations talent. Army Acquisition Workforce talent management practices and strategies need to address this changing environment. The importance of further research into this problem has been identified by the U.S. Army War College on its 2009 Key Strategic Issues List KSIL as follows Assess efforts to identify, manage, and sustain the Armys intellectual and technological talent. Current literature states that the most important asset of any organization is its people -- their skills and abilities. This asset is commonly referred to as intellectual capital or talent. Intellectual capital is a combination of both competence and commitment Ulrich, 1998. Therefore, talent development and management programs are a key component of assessing the effectiveness of identifying, managing, sustaining, and retaining intellectual capital. Several research studies have investigated the practices and effectiveness of managing intellectual capital and talent development in the commercial sector. This research project will conduct a similar study in the government sector, specifically the AAC workforce, comparing the results to the commercial sector studies to gain further insight into which commercial practices can best be applied to improve the identification, management, and retention of intellectual and technological talent to effectively support the 21st century U.S. Army. The target population surveyed is Army acquisition workforce employees at the GS-12GS-13 or NSPS Pay Band Level 2 performing work at Redstone Arsenal, Alabama Aberdeen Proving Ground, Maryland and Detroit Arsenal, Michigan.

Subject Categories:

  • Personnel Management and Labor Relations
  • Military Forces and Organizations

Distribution Statement:

APPROVED FOR PUBLIC RELEASE