Accession Number:

ADA582375

Title:

Meritocracy in the Profession of Arms

Descriptive Note:

Journal article

Corporate Author:

ARMY COMBINED ARMS CENTER FORT LEAVENWORTH KS MILITARY REVIEW

Personal Author(s):

Report Date:

2013-02-01

Pagination or Media Count:

8.0

Abstract:

Under the pressure of fiscal restraint and a new strategy that excludes the probability of large-scale stability operations, the Army must manage a deliberate drawdown. Most notably, it must reduce its end-strength by 80,000 soldiers, including eight brigade combat teams BCTs. Historically, the Army has not fared well during drawdowns, and its Achilles heel is retention of special talent. The Army s enduring axiom, Soldiers are the centerpiece of the Army, reflects the institution s deep investment in its personnel. The Army s most expensive and most important resource is its people. Over the last decade of war, the Army created models that enabled rapid growth, e.g., Army Force Generation ARFORGEN. Now it must modify these models to meet its future needs. As the Army marches toward a smaller, capability-focused force joint, interagency, intergovernmental, and multinational, it must implement an effective system of talent management to preserve its body of irreplaceable experience. Recognizing the Army was out of balance in early 2009, the Secretary of the Army established institutional adaptation to more effectively and efficiently deliver trained and ready forces that are capable of meeting the needs of the commanders. The Army stressed existing systems, stretched resources, and modified its practices to meet the needs of an insatiable wartime environment. Under institutional adaptation, the primary purpose of personnel systems was to optimize and synchronize the resource of soldiers to the operational Army. Transformation changed the distribution of officers to BCT-centric growth and created a structural shortfall of field grade officers. The increase of theater requirements compounded the problem. Out of wartime necessity, the Army focused on resourcing the BCT-centric structure. Adverse trends such as school backlogs, lack of broadening experience, and personnel turbulence emerged as officers continued to recycle into combat.

Subject Categories:

  • Economics and Cost Analysis
  • Military Forces and Organizations

Distribution Statement:

APPROVED FOR PUBLIC RELEASE