WORK FORCE OPTIMIZATION FOR 2025

The workforce represents the most critical component of any organization this fact is especially true in governmental agencies. There are direct cost associated with untrained employees and turnover. Trained and supported personnel are more efficient and committed to the task accomplishment. In 2008 the US Army began researching the Human Dimension of the workforce and its impact in both peace and wartime environments. In 2015, it released an overarching strategy to address current issues and future challenges regarding work force optimization. This strategy introduce some new concepts while incorporating some existing programs. Prior to this strategy the Department had produced numerous different programs as problems arose, attacking the symptoms and not the overarching issues. Does the Army require unique skills and knowledges of its workforce, beyond its basic technical requirements, in comparison to other Military Services and agencies Did the other Military services have similar strategies or programs In researching this question, the Armys Human Dimension Strategy is not unique to the Army and is applicable to the other Military Services and US Government agencies with only minor exceptions. The Army and the Marines face some unique challenges due to the direct interface with local combatants and populations on the battlefield and require enhanced training at junior levels. In general all of the Military Services and US Government Agencies seek similar attributes in leaders agility, creativity, diversity and innovation. Agencies, including the Military Services, should improve civilian integration, talent management programs, increase attendance to premier public institutions of higher learning, promote overall fitness and continue researching the human dimension for additional improvements. The deciding factor on future battlefields will not be technology, but the ability of the workforce to adapt and apply innovative approaches to the enemy